Over the past year I have taken the opportunity to attend a range of different professional development activities, some of which were absolutely required as we moved rapidly from a physical delivery mode of education to a responsive blended mode where far greater use of collaboration tools and tech resources than ever before have been vital to maintain ‘service provision’.
I’ve also been listening closely to others reflections on the learning and development aspects of their roles which might not normally get spoken about much in open forums as well as thinking about the requirements of the wider heritage sector as I played a very small role behind the scenes as a Heritage Alliance trustee helping with the early stage scoping and design of the lottery-funded Rebuilding Heritage project. This sector support project, along with its sister project Heritage Digital, are designed to respond to the needs of the sector in addressing the organisational priorities for staff in terms of technology, business planning, resilience and operational capacity.
The pandemic’s effects on organisations and therefore the individuals which make up those organisations has been interesting to chart over the year in terms of ‘required response’ for skills support and development. In very broad terms, organisations have had to adapt to circumstances far more quickly than normal to an even faster changing business environment; and these have fallen into distinct overlapping phases and forms:
- Go remote [adapting suddenly to closure of facilities and working from home]
- Triage the terrain [assess health and safety of facilities and collections]
- De-staff and re-staff [staff furloughed; skeleton staffing; staff taking on differing roles]
- Digital dynamism [creating or enhancing a digital offering]
- Access audience [maintaining engagement and attracting new audiences]
- Re-engineering resilience [plan tactically and reassessing strategy to ensure survival]
As the lockdown begins to lift, with gradual re-opening of services, sites and facilities, two further phases and forms seem to be emergent:
- Permanent prototyping [building in ability to rapidly change operations for changed external circumstances]
- Blended bounceback [reassessing the service / product / experience offer in the light of audience behaviour, need and sentiment]
It is certain that further phases and forms will emerge which reflect how individuals within organisations respond to circumstances, and how organisations themselves evolve as the role of culture and heritage reasserts its place in wider society as it recovers from the pandemic.