NEW APPROACHES IN HRM

88 be explored to know the training needed (see Figure 1). Similarly, understanding the training needed for the managers will enhance sustainability and business performance that align with the overall organization strategy (Senge, 1990). More so, providing adequate training will promote the capability to meet current job requirements, allow one to understand the future changes in jobs and working environments and provide knowledge about the objectives of employee engagement in an organization (Blanchard & Thacker, 2013). UNICEF UK is part of UNICEF’s global network; it raises money for its work with children and children’s rights worldwide. The organization needs to develop its partnership skills that encouraging a collaborative approach to data culture at UNICEF UK. To be able to tackle the issue, UNICEF UK invited tenders to design and deliver a development training to equip team members with the skills to share knowledge effectively with internal clients and work collaboratively to make decisions and to ensure teams had the tools to co-create projects and interpret complex briefs to be seen by other teams. Illustrative case PARTNERSHIP SKILLS – ENCOURAGING A COLLABOURATIVE APPROACH TO DATA CULTURE AT UNICEF UK UNICEF UK (UUK) is part of UNICEF’s global network. It raises money for their work with children and children’s rights worldwide. Accurate, up-to-the-minute information – data – is a key element in UNICEF UK’s very successful fundraising operation. And how that data is managed across the organization is increasingly significant to their work. THE CHALLENGE Supporter Data Management (SDM) and Fundraising Strategy & Knowledge (FSK) – the two teams responsible for data collection and dissemination in the organization – had historically worked in different ways, on different high-level data management. To complicate things further they had also