Reviewed January 2014: AMG

Learning and Development Strategy for Estates and Facilities staff 2014-2015 The aims: We believe that by committing to learning and development we will: - encourage our teams to be pro-active and positive in meeting our customers’ and colleagues’ present and future needs

- develop our managers’ and line-managers’ skills in order to effectively lead teams

- develop a culture where learning is valued and staff have the knowledge and skills they need to do their jobs effectively

- support and facilitate change

Who is this document for? Senior managers Managers, Line-managers and supervisors All Estates and Facilities staff

Key drivers:      



Long term strategic goals Vision, mission and values Core competencies External factors Internal factors e.g. Staff Development Reviews/Job Chats Estates and Facilities Business Plan and University Strategy ‘Working Together’ HR document

1

Reviewed January 2014: AMG

Below are the objectives identified to facilitate the achievement of our aims. The Learning and Development Objectives: 1. Help meet business objectives for Estates and Facilities 2. Support colleagues in leadership and management roles 3. Support all staff in developing their potential 4. Support the change process 5. Facilitate effective feedback processes 6. Periodically review the competency framework 7. Promote the sharing of best practice and promote a positive culture in the workplace 8. Evaluate how effective learning and development has been for our people and business 9. Keep accurate records 10. Provide training that is relevant and timely and where skills and knowledge can be used at work 11. Ensure people are recognised for their L&D accomplishments

2

Reviewed January 2014: AMG Activities to support the achievement of the objectives

The Learning and Development Objectives:

1. Help meet business objectives for Estates and Facilities

   

Managers plan their L&D needs for the year when updating their business plans. Use this information to make effective use of resources. Encourage soft skills training as well as technical skills training as appropriate L&D strategy updated as needed People and managers work in line with our values

2. Support colleagues in leadership and management roles

  

Provide support e.g. coaching and mentoring Provide skills development training for all levels of managers Support appropriate professional development as necessary

3. Support all staff in developing their potential

 

Provide learning opportunities to meet the needs of the present and future business There will be opportunities for all staff regardless of grade, position, length of service or location to access relevant training to effectively meet the needs of their role Managers ensure staff use the new skills at work Promote and give access to mentoring or buddying to all staff in the first 12 months of a new role Coaching to be available for staff to help them operate effectively in their roles Review the E&F induction programme regularly

   

4. Support the change process

5. Facilitate effective feedback processes

 

Develop bespoke support sessions for teams and individuals during the change process as required Develop manager’s understanding of how people deal with the process of change

 

Job Chats and PDRs are undertaken annually Training for managers carrying out PDRs and Job Chats 3

Reviewed January 2014: AMG  

Give people the opportunity to contribute and develop ideas that will help their own and team performance Undertake ‘You and Your Team’ survey as needed; and then plan for improvements related to feedback

6. Periodically review the competency framework

  

Promote the wider use of the frameworks. Review leadership capabilities and develop leaders Embed the University values and behaviours in induction and training

7. Promote the sharing of best practice and promote a positive culture in the workplace

 

Encourage and share the impacts of L&D (PELD form) so we ensure L&D is effective Best Practice Steering Group is used to support a variety of accreditations e.g IiP, HA, ISO accreditations 24/7FM newsletters promote what’s good about E&F and recognises individuals and teams Share values and vision at staff inductions and in the workplace

 

8. Evaluate how effective learning and development has been for our people and business



Managers plan the behaviours, attitudes or skills they want to improve before training or learning, and evaluate how these have been used to effect after training or learning

9. Keep accurate records

 

Training records kept on Trent for all training undertaken at the university Managers keep appropriate records when People Manager becomes available

10. Provide training that is relevant and timely and where skills and knowledge can be used at work

 

Identify outcomes required in consultation with managers Use the L&D forms to plan outcomes people want. Check post training for impact at work. Monitor via post training feedback forms

 11. Ensure people are recognised for their L&D accomplishments



Via: 24/7FM, Celebrating Success vouchers, articles on the University ‘Bulletin’ web page, Best Practice Group, value contribution in PDR/Job Chats, feedback to staff. 4

Reviewed January 2014: AMG

5