Sticking your organisations and staff’s head over the parapet (professionally speaking)

In a time where staff are digitally exhausted, home-schooling or even trying to adapt to this ‘new world’ we live in, times are hard. Times are hard for both the individual, but also for the organisation that employs them. Throughout my previous posts, I’ve spoken about what professionalism is, previous post, or why someone should show their professionalism by demonstrating their competence against a professional standard). But what does this mean to the organisation, and why does it benefit them?

Organisations who’ve adopted BCS have  honestly told us, it empowers staff, it gives them license to control their own development and the onus is put on them as individuals rather than the organisation. Ultimately, it also gives them bragging rights, ‘my company have x% Chartered IT Professional’, ‘We signed up to a code of conduct which proves we’re ethically working within IT’ or very simply, ‘We as an organisation back our staff to show their own professional capabilities and allow them the freedom to join a group of likeminded individuals’. Now in itself, that’s attractive right, but what do you get from membership, at an organisational view, and why should you, as a leader this get behind this?

Very simply, why wouldn’t you? Do you not want your individual to be recognised independently against an internationally recognised framework? Do you not want your staff to show their professional competence as well as their knowledge in general? Why wouldn’t you want your staff to sign a code of conduct proving they’re ethically working?

Now, this all seems good and the overarching theme of this should mean there isn’t any argument, but in case there is, let me be specific about the opportunities you get:

·      Member groups. BCS has over 150 specialist groups and local branches in total. This gives opportunities for individuals to become experts in their field by joining a group and learning more. Going to the group with difficulties they’re facing and come away with resolutions.

·      SFIAplus framework. The individual can specifically find their job role, at a level, and benchmark themselves using the CPD side of BCS to understand where their development areas are and understand what they need to progress in their career. Not only helping the individual set out a clear plan, but to also give you as an organisation clearer sight on why they want to develop and how they can achieve this. 

·      Workshops. Now, I know we’re all webinar-fatigued, but these workshops are different. We run a workshop on why and how you should take these professional standards, whether it’s CITP, FEDIP or RITTech, we’ll be there to guide you through this process.

·      Springboard. I think throughout this last year, we’ve all taken development training on how to deliver this, or to learn about that, but believe, we’ve not taken the time to learn more about our soft skills. This system allows you to build on the skills you already have, and turn them into your strengths, learning more about negotiating skills, business writing, or even understanding how to have that awkward conversation with your boss about development.

I don’t want to list all the tricks to our trade, so I’ve summarised some of my favourites above. If you look at these individually, you will ask, what’s the point, my organisation already promotes membership and we’ll reimburse this, but you’re not helping the individual. You’re ultimately providing them with a free gym pass, and no support to go to the gym. Let us drive them, let us support them and let us help professionalise the IT and Digital space with your support.

If you want to learn more about why your organisation should offer BCS membership, and how to take out corporate packages, send me a message on LinkedIn, or send me an email on, [email protected] and we’ll set up a call.