Learning and Development Policy 1. Purpose This policy sets out how Monitor will manage learning and development in a consistent and fair manner. Monitor believes everyone s performance to be critical in building and maintaining a high performing organisation. 2. Scope This policy applies to full time and part time employees on a substantive contract or fixed term contract and to associated persons such as secondees. Only essential training necessary for fulfilling job criteria will be considered during a staff member s probationary period. 3. Policy statement All employees are entitled to: equal opportunities in all aspects of their development; an induction into their job, their team and the organisation; an explanation of the direction and the objectives of the organisation; clear and measurable objectives for their performance at work; a twice yearly review of their performance; a manager who is committed to staff development; coaching to enhance learning, development and career progression 4. Objectives of learning and development All learning and development activities have clearly stated learning objectives and the primary objective of those activities within Monitor is to: support the organisation in achieving its corporate plan; support the employee s skill development to enable effectiveness and satisfaction in their role; support the development of employees to enable career progression both internally and externally; reflect the learning objectives stated in the individual s personal development plan (PDP); support The Deal by providing i) opportunities to develop and learn and ii) support and coaching from colleagues and managers. 5. The Deal and learning and development The Deal forms an integral part of the performance management system at Monitor. As stated in The Deal, Monitor will provide: opportunities to develop and learn; support and coaching from colleagues and managers. 6. Line management and individual roles and responsibilities The Senior Management Team bears the primary responsibility for implementing this learning and development policy, by ensuring staff are given the necessary opportunities to undertake appropriate learning and development activities. In line with the Deal, managers and staff should discuss, agree and evaluate learning and development interventions as follows: 1
Organisational Level Role: Line Manager Live the Deal by proactively helping in developing and delivering Monitor s business plan through skilled and knowledgeable staff Ensure all development links to achievement of corporate plan Act as role model Provide opportunities to develop and learn Role: Individual Develop in line with Personal Development Plan Live The Deal by demonstrating ownership of career and willingness to develop and learn Directorate/Team Level Identify and analyse directorate development needs Provide opportunities to develop and learn Evaluate the effectiveness of staff development approach Act as coach for directorate Act as role model Transfer new skill, knowledge or behaviour into the workplace in appropriate way and timescale Share knowledge and skill with others Individual Level Recommend /authorise staff development opportunities Arrange and attend the pre and post course development meetings to discuss achievement of learning objectives and transfer /application of knowledge, skill or behaviour into the workplace Provide on going coaching Identify development needs Proactively seek opportunities to upgrade knowledge, skills and behaviours required in current position Ensure pre and post course development meetings with manager are booked and attended Evaluate effectiveness of learning and development. 7. The role of Human Resources The Human Resources team provides specialist support to managers in the development of their staff. The Learning and Development Manager will: assist with the identification of learning and development needs; implement and monitor the Corporate Training Plan; develop and design learning and development activities; source suppliers for learning and development activities and evaluate appropriately Managers must ensure that HR is informed of all development activity undertaken by staff so information regarding equal opportunities can be reported to the Senior Management Team and The Board. 8. Identifying needs Training needs will be identified and determined by self assessment, by line managers and by the organisation. With the support of the Learning and Development Manager and in discussion with the line manager, these needs will be recorded on a personal development plan (PDP). When a learning or development activity is needed, even if already recorded on a PDP, a Learning Request Form (Appendix A) must be completed and forwarded to the People Development Manager. Monitor recognises that many staff are highly skilled and professionally qualified, therefore will have a need for continuous professional development (CPD). Monitor will assist in supporting those needs. 2
9. Solutions Most effective learning happens at work. Consequently Monitor is committed to supporting a wide range of learning methods including coaching, e-learning, secondments and project work. Traditional solutions such as training courses, seminars, workshops and conferences will also be made available. When looking for a learning solution, learning styles and preferences will always be taken into account. 10. Funding and budgets A central budget is held by HR for all Learning and Organisational Development activities. All purchase orders and invoices relating to such activities are raised and submitted by the Learning and Development manager. Each activity is recorded under a directorate to ensure that, at a glance, each directorate is receiving its fair share of development investment throughout the year. What will be funded? Activities and programmes designed to meet organisational needs will be 100% funded both in terms of fees and time off work to attend workshops and exams; 100% financial support will be provided for the individual undertaking professional studies linked to agreed Personal Development Plans, for example qualification to a professional body that will enhance organisational and individual performance; 100% of professional membership subscriptions will be paid where it is a requirement of the job role. Monitor will reimburse one subscription annually only (Please use form attached at Appendix B for reimbursement purposes); activities assisting with required CPD; activities that are desirable but not essential, but that will be mutually beneficial to the individual and the organisation, eg further qualification. Approval for these activities is discretionary and will be decided with support from line manager in conjunction with HR; final approval will be required from the relevant director reasonable costs associated with attending a learning and development activity in line with the General Business Expenses Policy What will not be funded? activities and programmes that do not link with an agreed PDP activities and programmes that do not proactively help in developing and delivering Monitors corporate plan Repayment of costs Monitor will not require staff to repay costs for learning and development activities and formal studies that meet the needs of the organisation or are required for the job role. In other cases where activities have been desirable but not essential, but have some mutual benefit to the individual and the organisation, the following applies: 100% of costs repaid if leaving the organisation within 3 months of completing the activity 75% of costs repaid if leaving the organisation within 6 months of completing the activity Time off for study leave/revision/exams The following provisions will be made: time off to attend workshops or complete distance learning materials will be given if the learning activity is to meet an organisational and essential need. This must be discussed and agreed by the line manager; a maximum of two days will be available to attend workshops or complete distance learning materials for learning activities that are for mutual benefit. This must be discussed and agreed by the line manager and organisational needs must be taken into account when allowing time off; where studies are supported by Monitor a maximum of two study days/revision days will be available for staff sitting exams (pro rata if not a full sitting). Time off with pay will be granted for the sitting of exams; payment for re sits of professional/formal exams will be paid for by the member of staff. It is essential that any exam results are forwarded via the line manager to HR both to ensure continued sponsorship and to update relevant training records. This policy came into operation in September 2006, was reviewed in October 2007 and again in April 2008. 3
APPENDIX A Learning request form Having discussed and agreed your development need with your line manager please complete this request and return to the People Development Manager. Name: Role: Company or provider: Cost (if known): Activity / Course: Date of activity: How does this learning or development activity link to your personal development plan? Please detail 2-4 learning objective/s for this learning or development activity? (State measurable/observable outcomes) Signature: Learning activity agreed or declined: Reason: Line Manager signature: Budget holder s signature: For HR use only Intervention booked and training plan updated Signed: 4
Roles and responsibilities To help ensure most value from each learning and development activity, please take a moment to review some of your related roles and responsibilities: Manager Learner Learning & development Before pre activity discussion Set date for post activity discussion Familiarise with course content and objectives Complete any precourse work in a timely fashion Arrange pre and post activity discussions Clear your diary and communicate attendance to team/manager Design/source learning and development activity to suit learners/organisations needs Ensure all learners have joining instructions for each activity consultation During Provide support, encouragement and cover to ensure learner attendance Identify ways to apply the new skills to the work place Practise the skills to perform them confidently Gain feedback from trainer and other learners Complete/update personal development plan Encourage maximum participation and learning from all consultation Provide structured feedback to all learners if appropriate Work with learners to build action driven development plans After post activity discussions Take time to provide feedback and coach Identify opportunities for further development Complete post course evaluation Take actions to transfer skills Follow up with line manager Review personal development plan regularly coaching Review learners evaluation and feedback and implement changes to activity as required Carry out structured assessment of learner and provided feedback if appropriate As always, if you have any questions, queries or suggestions please contact the People Development Manager or any member of the HR team. 5
APPENDIX B Application for reimbursement of professional fees PLEASE TYPE/WRITE CLEARLY IN BLOCK CAPITALS PERSONAL DETAILS Full name: Directorate:. Telephone number/extension:... DETAILS Professional Body: Membership Status:.. Membership Number: Period of Membership: Cost of Annual Membership Subscription: RECEIPT MUST BE ATTACHED Signed:.... Authorised by Line Manager/Director:... Please send or email this form to Finance with a copy to Human Resources FOR FINANCE/HUMAN RESOURCES USE ONLY Appointment details checked Employee No:.. Input by:.. Authorised by:. Paid by:..../../../../.././. 6