Supporting staff and other adults across Hull

We’ve been looking closely at how we support staff and adults across Hull to develop the skills they need for a changing workplace. What we noticed, across libraries, cultural organisations, and community services, is that the demand for digital confidence, creative problem-solving, and leadership skills is increasing faster than ever.

In response, we introduced two new Level 3 Skills Bootcamps, delivered from Hull Central Library. Although they are open to the wider community, we’ve found that they have been particularly valuable for our own staff. They’ve helped us think differently about how we nurture talent, build confidence, and support colleagues to take on new responsibilities. These bootcamps aren’t just courses, they’re becoming part of a wider shift in how we approach learning and development across our services.

Why creative and innovation business skills matter for our staff

One of the biggest takeaways from running the Creative & Business Innovation bootcamp is just how powerful it is when staff are given space to experiment. Our Makerspace has been central to this. For staff who may never have used a laser cutter or a 3D printer before, the space offers a playful, low-pressure environment to test ideas and build confidence. We’ve noticed that once people experience making something physical, a prototype, a design, even a simple branded item, their mindset changes. They start seeing possibilities rather than barriers.

What has really stood out is how the technical learning naturally feeds into other areas of their work. Staff begin applying strategic thinking more consciously, planning with more intention, and approaching challenges with a more experimental, solution-focused mindset. These are behaviours that transfer well into any team or service. 

Rethinking leadership in creative services

Our How to be a Creative and Commercially Focused Leader bootcamp has revealed something important: many staff already have leadership potential but don’t always recognise it. By giving colleagues space to reflect on their communication styles, explore the commercial side of creative work and practise decision-making, we’ve seen a noticeable shift in confidence. People begin to take ownership of ideas. They start contributing differently to meetings. They ask more strategic questions.

One unexpected outcome is that staff who previously saw themselves as “not really leaders” have begun stepping into informal leadership roles, mentoring newer colleagues, leading small projects, and shaping service improvements. This has happened already in the first four weeks, with one learner now running sessions whereas before they did not have the confidence.

This suggests that leadership development doesn’t need to be reserved for senior roles. Other services might benefit from building similar reflective, exploratory spaces where staff can grow into leadership gradually and organically.

What this means for libraries and cultural services

Perhaps the most exciting learning from these bootcamps is how much appetite there is, across all levels of the organisation, for chances to grow. When staff are given meaningful development opportunities, it strengthens not only individual confidence but the service as a whole.

We’ve seen benefits such as:

• More creative problem-solving in day-to-day work
• Stronger collaboration between teams
• Increased digital confidence
• Staff feeling more invested in the direction of the service
• A culture where experimentation is welcomed

These outcomes are not unique to Hull. Any public-facing service could apply a similar approach by combining practical skill development with reflective practice, hands-on learning, and opportunities to connect skills to real workplace challenges.

Looking ahead

The bootcamps have reminded us that staff development is at its strongest when it’s active, creative, and grounded in real work. As we move forward, we’ll continue exploring how these learning models can support other teams across the library service and beyond. By investing in the skills and confidence of our workforce, we’re not only supporting individual growth, but we’re also strengthening the resilience and adaptability of the services our communities rely on.