In the first of three articles on nominees for the GTA University Centre and Institute of Directors Excellence in Training award, Tom Bradshaw reports on Praxis Fiduciaries, which received a special commendation TRAINING student accountants has always been at the core of the Praxis training programme.

But the company, which grew out of the partnership of Pannell Kerr Forster chartered accountants, has also evolved to provide training in other disciplines included chartered secretaries and tax advisers.

Alongside this professional development from external examining bodies, the company also recognises the need for training at all operational levels.

Human resources manager Sharon Coburn said this historically meant using external trainers. But the company came to realise it wanted more control over courses to ensure they met its requirements and were in line with its strategy, she said.

‘To achieve this aim, two years ago we appointed our own training manager to coordinate, design and deliver training to all levels.

‘As a measure of our commitment to training our budgeted training cost for the current financial year is £360,000, representing 6% of group turnover.’

GTA University Centre deputy chief executive Fiona Naftel, who was one of four judges, said; ‘They presented such a very high quality submission and therefore we felt it necessary to commend them on their achievements.’

The board of directors decides the overall training policy and the training director is responsible for implementing it.

Broad training needs are identified from a variety of sources.

Individual needs are identified through a range of methods such as the appraisal system and face-to-face meetings as well at the specific request of staff and managers.

Last year personal development plans were introduced for all staff members.

Another development was the introduction of management training on a more formalised basis.

‘We recognise that it is also important to train our supervisors and those with higher promotional prospects so that they are better prepared for their future roles,’ said Mrs Coburn.

Lower down the scale, all new employees undertake an internal training plan that is completed during their probationary period.

The group has also increased the ability for staff to attend soft skills training such as time management and letter writing.

Employee performance is regularly reviewed to ensure the skills they have learned are put into practice.

‘As with any firm, training is focal to our success and we firmly believe that the appraisal process and regular meetings with staff members provide the best source of feedback on the quality and effectiveness of our training and development programme.’