Developing your Submission

Set the Context for this initiative – last two years

The Problem
Clearly define the purpose of the initiative and demonstrate its links to organisational need. This should include an outline of the purpose of the initiative, what was driving the initiative (e.g. external and internal factors) and how it related to the organisation’s strategy and goals.

The Solution
What were the needs analysis or research processes that you adopted and the key findings? This should include how you analysed or researched the need for an intervention, involved key stakeholder groups and the findings of the LNA/research.

What were the learning objectives and key deliverables of the initiative? This should include SMART learning objectives and expected deliverables of the initiative (whether or not these were actually delivered).

How were stakeholders actively engaged in the design and delivery of the initiative? This should include who were your key stakeholders and how their various interests were addressed, how they were engaged in the change and how this informed the communications throughout the process.

How was the initiative managed throughout the process?
Responses could include who was responsible for delivering the project, the steps taken to develop a robust delivery plan for the deliverables, effective sponsorship and the procedures put in place to ensure that the plan delivered the desired outcomes.

What range of learning and development options did you consider and implement?
This should include the different learning and development options that you considered, what types of interventions you actually delivered and the rationale for their selection.

What made this initiative innovative?
Include aspects of the learning and development initiative that were new and/or ground breaking for your business, sector, region or context. Demonstrate more than just training by showing a mix of more innovative methods to align, equip capability and sustain learning.

The Results
To what extent were the learning objectives met?
What was contribution of the initiative to performance in the organisation?
What were the learning outcomes and how were they evaluated?
Provide quantitative as well as qualitative measures of the learning outcomes and evidence of how you evaluated these.
How was the success of the initiative monitored and measured?

Sustainability
What could other organisation learn from this initiative? Please also describe any initiatives you have undertaken to share your best practice here.
How was the initiative embedded into the organisation? The key here is to show how the outcomes (or the elements of it so far accomplished) has become the new ‘business as usual’, and the evidence that demonstrates this.
What lessons have been learnt from the initiative? Include here lessons learnt, how this was captured and shared appropriately within the organisation. It is also helpful to show how lessons have been disseminated more widely outside the organisation where appropriate (e.g. with the wider L&D community or interested external stakeholders).

Tips & Guidelines

• Don’t be afraid to sell yourself. The judges are looking for clear examples of how you meet the eligibility criteria – don’t make it hard for them!

• Don’t assume those judging nominations know anything about working in your industry so help them out by making this clear.

• Ensure your nomination is as well written as possible, while nominations won’t be marked down for writing style, a clear, well-expressed nomination form is much easier to read and judge.

• Keep to the word count – anything over may be ignored!

• Triple check you are nominating for the right category. Read the specific criteria carefully, and make sure you can prove that the project meets each of them.

• Demonstrate how your achievements are transferable to other programmes, teams and organisations. Judges like to see the potential for the project to be rolled out across other environments.

• Support your achievements with evidence of impact such as data, statistics or feedback. For instance if the project led to efficiency savings within a department, shout about the facts and figures!

• Highlight what you have done differently. The judges are excited to hear about innovative projects and new approaches, so don’t be afraid to emphasise that you’ve challenged the status quo!

• Ask a colleague to proof-read your nomination form; you will have undoubtedly looked at it over and over again so it may take a fresh pair of eyes to spot any small mistakes or opportunities for enhancements!

• Be confident! We are working against very tight deadlines to that you have as much time as possible to build your submission.

If you are shortlisted, you will have an opportunity to meet the judges for 30 mins to discuss your work further

So start planning for this stage straight away!

TERMS & CONDITIONS

• The IITD National Training Awards are open to all companies operating in Ireland regardless of size, nationality, turnover or nature of business.

• All entries must be submitted using the correct category application form. (see Categories for more details)

• Entries will only be accepted through the online submission form up to midnight on Monday, January 31st, 2022. Entries will be not be considered after this date.

• The contents of the entry will be used for judging purposes only.

• There is no limit on the number of entries you may submit.  However, you must avoid duplicating a specific initiative across multiple categories, and you may only make one (1) submission in each category..

• Consultants entering on behalf of a client organisation must gain the organisation’s written consent on the category application form. Consultants are advised to clarify the position with respect to intellectual property with their clients in advance of entering the award.

• The name of the entering organisation will always be used as the name referred to in the entry form. Unless a nominated organisation has been stated, in which case the nominated organisation will be the name referred to. This will also apply to Award trophies and certificates, should these be relevant.

• Entrants agree to co-operate fully with the judges and their representatives. As part of the judging process, shortlisted applicants will be required to meet with the judges to discuss their submission on March 28th in Killashee House Hotel., 2022.

• Finalists agree to co-operate with the IITD and our media partner, who may wish to publicise entries and may use footage (photos and video clips) of the Awards dinner as they see appropriate. This will only be done in co-operation with applicants and commercial sensitivity will be respected.

• The IITD takes no responsibility for incidental costs incurred by entrants.

• The decision of the judges is final and no further correspondence will be considered. The judges may or may not elect to present an award in each category. The number of awards presented will be at the discretion of the judges.

• The prize is non-transferable, non-negotiable and no cash alternative will be offered.

• Depending on the volume of entries we may not provide individual feedback.

• Entry submissions will not be returned to participating companies and will be destroyed following the completion of the process.

Alison Egan                                       Director, IT & eLearning, Marino Institute of Education

Angela O’Donovan                            Manager HR Strategy & OD, Human Resources, UCC 

Aoife Cufffe                                      Professional Career & Leadership Coach

Aoife O’Shea                                    Regional Head of Talent Development EMEA, Zurich

Brenda McGuirk                               Head of Product – Education

Georgina Corscaddan                     Manager HR Strategy & OD, Human Resources – UCC

John McMackin                                Assistant Professor in HRM & OB

Judy Murphy                                     Master Coach, OD & Career Consultant

Julie Ryan                                        Head of IMI Tailored Programmes

Kathleen Halligan                            Organisation Design, Leadership & Exec Dev, Business Coach

Mark Latuske                                   Deputy Director, People & Culture Ulster University

Mary Connaughton                         Director, CIPD Ireland

Dr Paul Donovan                              Adjunct Associate Professor, Trinity Business School

Peter Fitzpatrick                              Head of Human Resources, NSAI

Raquel Hanley                                Consultant at Clifford Learning & Business Consulting

Rosarii Mannion                              National Director People & Change, Tusla

T J Byrne                                              Director, The Odd Company

Professor Valerie Pierce                       Creator of ‘Clear & Critical Thinking’ Training & Coaching Modules