Learning and Development Policy

Purpose

Note

This section should briefly set out the overall purpose of L&D within your organisation. This will outline any particular emphasis that L&D has for your organisation, but should be taking a longer term view, rather than just picking up on the priorities for the current year.

Example

The purpose of L&D within [insert name] is to ensure that all our staff have the necessary knowledge, skills and qualifications to deliver outstanding care for all our residents and service users.

As an organisation we are committed to continuing to raise the standard of care and to involving residents and service users and their families in decisions about their care. We believe that effective L&D plays a vital part in the achieving this and in the achievement of our strategic goals.

Scope

Note

This section needs to explain whether the policy covers the whole of the organisation, which will probably be the case for the majority of smaller organisations or if not, which parts of the organisation it does cover. For example, it might relate to a particular site or a particular division or business unit or a particular geographical area. For example, ‘This is the L&D policy for the Retail Sales Division of X Organisation.’

Where your policy does not cover the whole organisation, one of the aspects you will need to consider is how to ensure that the policy works effectively alongside any other L&D policies for other divisions or parts of the organisation. An L&D policy should make decision-making easier rather than more complicated.

Example

This policy covers [insert description of scope] of the operations of [insert name].

Principles

Note

The focus of this section is to set out any principles which your L&D strategies are or will be based upon. This is to aid communication of the thinking behind your strategy and is particularly useful if there are a number of different L&D or training teams involved in L&D around the organisation.

For example, many organisations have traditionally used the systematic training cycle to base their L&D approach on. This involved Learning Needs Analysis (LNA), design, delivery and evaluation, and an L&D policy could set out your overall approach to each of these aspects.

Increasingly, many organisations are basing their overall approach to L&D around the research that has found that formal learning makes up only a small proportion of how people actually learn and develop in their roles. This tends to be known by the shorthand of the 70:20:10 model.

However, the principles adopted do not need to come from a particular model and can instead be a simple statement of the broad approaches to be used within the organisation, for example: ‘This organisation:

• Will use performance consulting to ensure that any solutions developed focus on improving performance overall and look beyond L&D solutions;
• Where an L&D solution is identified, the most effective L&D solution for the need identified will be used; and
• The effectiveness of the L&D work will be assessed using operational performance measures.’

Example

[Insert name] has committed to adopting the 70:20:10 model of learning as the basis for its L&D provision. This is in recognition of the fact that for our staff to deliver outstanding care across all our services, they will need to engage in Continuous Professional Development (CPD). The precise components of that CPD will vary depending upon where an individual staff member is in relation to their career and service with [insert name], so that newer members of staff and those in the early stages of their professional development may have a larger component of formal development in the CPD mix, compared to other members of staff.

In addition, [insert name] is committed to continuous improvement of our services and we recognise that this will in turn lead to further learning and development for all staff, whatever their level in the organisation.

Strategy

Note

This section is to make a link between the L&D Policy and the L&D strategy or plan. This strategy or plan could be for a year or longer. L&D has most impact and value when it contributes to the achievement of the organisations’ strategic plan, so it is worthwhile making this link explicit.

Organisations use a variety of terms to refer the equivalent of a business strategy (eg annual business plan; operating plan; strategic goals, strategic objectives and plan) and the time period covered by such a plan can also vary (a year is common but you may find examples of three or five years) you will need to adapt this to reflect the language used within your own organisation.

Example

This L&D Policy is to be read alongside [insert name]’s annual L&D strategy, which sets out the priorities and plans to contribute to [insert name]’s annual strategy.

Continuous improvement

Note

This section is to set out the organisation’s method for continuous training and improvement. This can use the organisation’s L&D strategy to form the basis of continuous training, development and improvement. It may also be prudent to link to any Continuous Professional Development (CPD) policy as this will form part of an individual’s development within professional fields.

Example

The organisation places continuous improvement at the core of our learning policy. We recognise that once an employee has completed their introductory and induction training, their development and improvement may stagnate as they become an integrated member of the workforce. The Company is committed to avoiding this in order to constantly improve the quality of service we provide and to ensure each employee is provided with the opportunity to continually improve and develop within their job role, profession and personally.

In order to provide training that is focused on continuous improvement, the organisation will follow the below procedure:

• every [insert period eg six months] the training needs of our workforce will be proactively assessed to identify any skills gaps, learning areas or skills which can be improved. This assessment will use the training needs analysis form
• once this assessment has been completed, line managers will collate the responses and identify areas for improvement
• these improvement areas will be submitted to the L&D team
• the L&D team will schedule improvement training within a period of [insert period eg one month] using a variety of methods including, but not limited to:
  • e-learning or webinar sessions
  • external training sessions
  • internal training sessions
  • mentoring
  • shadowing or on-the-job training
• [Optional] whether improvement has occurred will be tested by the L&D team using methods such as [insert details eg end of topic assessments/practical scenarios].

We also actively encourage individual employees to raise training needs and wishes based on areas for continuous improvement that they have identified themselves. Employees may, if they wish, approach their line manager regarding continuous improvement at any time.

Continuous improvement and development training will also be formally discussed between employees and their line managers during other internal processes including [insert details eg performance appraisals/review meetings/management catch ups].

Roles and responsibilities

Note

This section sets out the various roles and responsibilities of those involved in L&D activities. Particularly, where there is some change in these roles and responsibilities it will be worthwhile setting these out clearly. This section may include the following sub-sections:

• Board level accountability – Organisations with the most effective approaches to L&D have been found to give accountability for L&D at Board level and this is something you may want to consider for your own organisation. It means that the Board accept that L&D is a part of their direct responsibilities and will be a regular item on their agenda.

• Governance – In many larger organisations, a committee, board or panel is often set up to provide direction for L&D and a communication link with all parts of the business. This body would meet on a regular basis, perhaps every quarter. The precise responsibilities of such a board can include decision-making or acting more as a sounding-board for L&D initiatives. You may find it useful to include details of the make up this board.

• Role of line managers – More and more organisations are emphasising the important role that line manager’s play in relation to L&D for their teams and the individuals who they manage. In most organisations, line managers will have responsibility for managing the performance of these staff and this often includes carrying out performance reviews and the creation of personal development plans (often in conjunction with the individual staff member). However, some organisations will go much further and line managers responsibilities for L&D may also include:

• Briefing and debriefing individuals prior to participation in formal L&D programmes;

• Assessing skills and behaviours in the workplace (perhaps after a learning activity) eg through carrying out a skills observation;

• Encouraging individuals to reflect on their learning and providing feedback;

• Coaching;

• Encouraging individuals to identify and make use of informal learning opportunities.

• Role of individual staff members – In a similar vein, many organisations have been moving towards recognising the importance of the role of the individual staff member in driving their own development. This could be expressed simply in terms of individuals having responsibility for their own Continuous Professional Development (CPD) or it could be broken down to include responsibility for:

  • identifying needs;
  • making use of informal learning methods and also more formal learning methods (eg e-learning resources, coaching, e-books, learning from peers);
  • making a case for formal learning;
  • applying learning to their day to day work;
  • booking formal learning;
  • reflecting on learning and sharing this with others; and
  • evaluating learning.

• Role of L&D & relationships with other departments – It may be useful to consider setting out the relationship between L&D and other key teams eg HR, IT, internal communications. For example, where the organisation has a Learning Management System (LMS) what is the relationship with IT. This may be detailed in a service level agreement (SLA), in which case the L&D policy can simply link to this.

Example

[Insert name] recognises that every part of the organisation has a part to play in ensuring the effectiveness of its approach to L&D. The main roles and responsibilities are set out here:

• The [insert name] Board has overall accountability for the effectiveness both of this policy and the Annual L&D Strategy. The Board commits to regularly reviewing progress with L&D and to include L&D within the Annual Report.
• [Insert name] believes that every line manager throughout the organisation has a key part to play in contributing to the working of this L&D policy. Line managers will be provided with learning and support to enable them to deliver on this responsibility and it will be included within the performance criteria for every line manager’s role. Responsibilities will include:
  • Assessing the performance of staff members and providing regular feedback;
  • Supporting staff members with learning and development opportunities – pre, during and post.
  • Providing one to one instruction;
  • Providing group learning opportunities eg through team meetings:
  • Encouraging staff to reflect on their learning, share this with colleagues and apply their learning.
  • In addition, line managers may also be invited to act as an assessor for vocational qualifications and will be supported in achieving the necessary qualifications and experience for this.
• Every member of [insert name] staff has responsibility to proactively manage your own Continuous Professional Development (CPD) and maintain a CPD record. You will be supported in this by your line manager and the L&D Team. You are encouraged to identify your learning needs, learn through a wide range of methods and apply it to your work. You will be encouraged to reflect on your learning and share your learning with colleagues (eg through team meetings, contributing to project teams, acting as a subject matter expert, writing articles).
• The L&D Team has responsibility for updating the information available through the L&D portal on the [insert name] intranet. The L&D Team has agreed a service level agreement with the IT Team for the L&D Portal and e-learning provision. For further information see L&D/IT SLA.

Finance

Note

This section should set out how the finance for the L&D function will be agreed. This may well follow the same arrangements and decision-making cycle as for every department, in which case there is no need to go into detail. However, some organisations arrange the funding of L&D on a per head basis or as percentage of salary costs and if so, that can be set out here.

Example

[Insert name] commits to contributing [insert amount] of salary costs to the funding of this L&D policy and its associated activities.

Links to other L&D and HR policies

Note

Where the organisation has other L&D policies that are significant or where staff members are likely to want regular access it is worth adding in links to these policies. In this case, the section could be named after the relevant policy. In a similar way, you need to consider whether there are any HR policies that are significant for L&D practice.

For example, many organisations will have specific L&D policies relating to ‘Study Support’ which set out the basis upon which financial support and study time will be offered for external courses and qualifications. The policy often details the arrangements for applying for these, the levels of support offered and any commitments or ‘claw back’ arrangements on completion of the programme or for early leaving of the organisation.

You might also have a policy on support for membership of professional bodies, CPD, secondments and many other aspects of L&D.

Example

[Insert name] is keen to support staff in pursuing their professional studies and CPD requirements and therefore has a detailed Study Support Policy setting out the basis of this support and how to access it.

Continuous Professional Development (CPD) is an essential requirement for all members of staff and is supported by line managers, the L&D Team and a comprehensive CPD Policy.

Equalities and diversity

Note

In preparing your L&D policy you need to give consideration to the Equalities and Diversity. You may wish to link to any organisational policy in this area or simply include a statement of commitment.

Example

[Insert name] is fully committed to valuing the contribution of a diverse workforce and providing an outstanding care service to meet the needs of individuals in line with its Equal Opportunities and Diversity Policy.

Specifically, [insert name] will provide support to members of staff who wish to improve their literacy or numeracy to enable them to fully participate in the workforce and other L&D opportunities.

Health and Safety

Note

In a similar way, you also need to consider any particular Health & Safety issues that may arise in relation to your L&D activities.

You may want to simply link to the wider Health & Safety policy of the organisation. You could add in any particular points that you would like to emphasis. For example, a commitment to all L&D facilitators or trainers having any necessary qualifications to ensure a safe training environment – this may be more of a concern where the training involves activities such as training to drive a fork-lift truck or operate other machinery rather than interpersonal skills development.

Example

All *[insert name]’*s L&D activities will be carried out in accordance with [insert name]’s Health and Safety Policy.

L&D data

Note

It is worth adding in a section dealing with the recording and storing of L&D data as this typically falls under the Data Protection legislation in the UK. In some cases the Freedom of Information Act may also apply if the organisation is within the public sector or the work is on behalf of the public sector. It is usually sufficient to commit to working within the relevant legislation and again you could include a link to a wider Data Protection Policy if this is more specific.

Example

[Insert name] is committed to working within the requirements of the DPA and FOI Act, as set out in its Data Protection Policy. All [insert name] staff are required to maintain a current CPD record and to contribute to maintaining up-to-date and accurate records of all qualifications, professional memberships and mandatory training records for inspection and registration purposes.

Review

Note

It is a good idea to set out when the policy should be reviewed at the point of creating it. You shouldn’t need to review the policy very frequently, if it has been appropriately drafted as a framework statement. However, neither do you want to have a policy that is out-of-date and unhelpful as a result. A period of two or three years would be a reasonable option for reviewing the policy.