Policy and procedure on learning and development Contents 1. Aim and purpose 2. General principles 3. Legislation and good practice 4. Pre-requisites 5. Equality 6. Key policy objectives 7. Learning and development responsibilities 8. Identifying learning and development needs 9. Delivering learning and development needs 10. Evaluating learning and development activities 11. Supporting external professional qualifications: 12. Continuing professional development: 13. General
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1. Aim and purpose 1.1 T he Learning & Development Policy details our operational position for the next three years and is supplemented by the Learning & Development Plan which shows the detailed events and plans for the year ahead. Both documents support the Learning & Development Strategy which sets out The Crown Estate’s strategic position regarding learning and development. 1.2 This policy does not form part of employees’ terms and conditions of employment.
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2. General principles 2.1 This policy sets out the structure which has been established to ensure that learning and development plays an active role in responding to the needs of The Crown Estate, its teams and individuals. 2.2 A chievement of The Crown Estate’s objectives and targets is dependent on the knowledge and skills of employees and their confidence in their ability to do a good job. The right learning at the right time is vital if employees are to realise their full potential and cope with changing demands. The Crown Estate is committed to the principles of learning and development.
3. Legislation and good practice 3.1 T here is no direct legislation on learning and development other than our need to meet specific health and safety requirements. We do use the Investors in People Standard as a benchmark of good practice.
4. Procedure for the application of childcare vouchers 4.1 Learning & development at The Crown Estate can only be successful if:
• Line managers are committed to train and develop employees appropriately • Employees are committed to learning and development • There is an adequate learning and development budget • Line managers and employees actively use the performance management system
5. Equality 5.1 It is Crown Estate policy that all employees have equal access to learning and development opportunities.
6. Key objectives 6.1 To maximise and champion learning opportunities throughout The Crown Estate:
• All learning and development activities will be communicated to all employees • We will ensure equal access and equality of opportunity • We will ensure that employees who are new to the organisation and those new to a role receive an induction which helps them to perform effectively. • We will network with relevant external partners to share best practice and stimulate learning • We will ensure different abilities and approaches to learning are catered for • We will ensure we meet our legal requirements
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6.2 To achieve a high level of employees satisfaction with the learning activities that are provided • We will encourage employees to take ownership and responsibility in the decision making in relation to their own learning and development needs • We will provide a cost effective corporate learning programme and will provide advice and support for departmental development activities • We will continually evaluate the learning activities that we deliver and where identified, make any necessary improvements • We will ensure that costs are kept to a minimum and that the corporate learning and development budget is well managed and adhered to. 6.3 T o provide appropriate levels of service and support to managers for managing the learning and development needs of their employees. • We will ensure that all managers are effective in identifying the learning and development needs of their employees and in ensuring that these needs are met appropriately • We will provide guidance on identifying learning needs in support of personal development and offer advice and support in ensuring that appropriate learning activities are made available. 6.4 To implement the objectives of this strategy in line with the business and with particular regard to IIP • We will co-ordinate our Investors in People accreditation and support the business in meeting the standards set by IIP
7. Learning and development responsibilities 7.1 T o provide appropriate levels of service and support to managers for managing the learning and development needs of their employees. 7.2 Individual employees:
• Acquire new knowledge and learn new skills relevant to their role • Apply new skills, knowledge, attitudes to their role • Share new skills, knowledge with others • Reflect on their learning • Identify own potential and ambition • Ensure that all learning and development needs are actioned.
7.3 Managers:
• Take a responsibility for employees learning – identification of needs, ensure appropriate learning activities are actioned • Agree job descriptions, performance objectives and relevant competencies with employees • Support employees – encourage learning, allow time to undertake planned learning • Provide feedback • Provide opportunities to apply learning • Conduct pre and post learning activity discussions • Provide on-the job coaching where appropriate • Encourage employees to share learning with others.
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7.4 HR:
• Develop employees learning and development strategy • Provide advice and guidance to all employees on learning issues • Provide appropriate opportunities • Develop best practice in learning and development • Make appropriate learning decisions with regards to learning needs analysis, planning, design, implementation and delivery • Evaluate effectiveness of learning solutions • Provide relevant management information • Co-ordinate and support Investors in People Champions.
8. Identifying learning and development needs 8.1 I t is the responsibility of line managers to work with individuals to identify learning and development needs. These learning needs are identified where there is a gap between the knowledge and skills of an individual and those required to do the job. 8.2 A s part of the ongoing performance management process, the manager and individual should identify and agree any learning needs. The timing and delivery of these should be factored into the annual business planning process, to ensure that learning activity is identified and budgeted for, and is also planned in order to meet business objectives. 8.3 I t is important to be explicit when identifying the learning need so that both the individual and the manager are clear about exactly what the learning need is, how it will be resolved, what the expected outcome is, who is responsible for initiating action and by when it must be actioned. Spending time on this process will mean that the resulting learning will be closely matched to meet the learning need and that the outcome of the learning can be readily evaluated.
9. Delivering learning and development needs 9.1 I n most cases, the manager should initiate the action to meet the learning need via completion of the pre course form. This form is then given to HR who will arrange the event.
10. Evaluating learning and development activities 10.1 It is important to ensure that all learning and development activities are evaluated to ensure they achieved their objectives and to identify how well the new skills or knowledge have been applied back in the workplace. This process is aided by clearly defined objectives at the identification of learning need stage. 10.2 The individual should complete a post course evaluation form, to document how the learning activity will support them in achieving their objectives. This should then be discussed with the manager to evaluate the effectiveness of the learning, and sent to HR.
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11. Supporting external professional qualifications: 11.1 The Crown Estate retains the ability to support an employee to gain a professional qualification which directly meets work-related needs where the organisation has deemed it essential. There is a separate policy with sets out the guidelines for supporting professional qualifications
12. Continuing professional development 12.1 We support employees who need to evidence Continuing Professional Development for their professional body.
13. General 13.1 This policy supersedes any arrangements previously set out in the Staff Handbook and Working for The Crown Estate - A guide for employees.
If you have any queries regarding the application of this policy, please speak to your line manager or a member of the HR team. Date last reviewed: April 2013 Agreed with: GMB and PCS This policy will be reviewed every 2 years, or earlier if legislation or practice changes.
