UNIVERSITY OF CUMBRIA

LEARNING AND DEVELOPMENT STRATEGY

HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printed copies are uncontrolled and cannot be guaranteed to constitute the current version of the policy

POLICY SCHEDULE Policy title

Learning & Development Strategy

Policy owner

Human Resources

Policy lead contact

Human Resources

Approving body

UEG, EPC

Date of approval Date of implementation

February 2015

Version no.

1

Related Guidelines, Procedures, Codes of Practice etc.

Leadership & Management Development Strategy, Research Strategy, Academic Strategy, Workforce Strategy

Review interval

Three years

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Contents

1. Introduction

3

2. UoC Context

3

3. Scope

4

4. UoC Leadership & Development Priorities

4

5. Learning & Development Strategic Aims

5

6. Training, Learning & Development Needs Analysis

5

7. Learning & Development Interventions

6

8. Funding & Resources

6

9. Staff Development Steering Group

7

10.Roles & Responsibilities

7

11.Monitoring

9

12.Measures of Success & Evaluation

9

Appendix 1 - UoC Learning & Development Strategy Action Plan

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LEARNING & DEVELOPMENT STRATEGY - 2014 TO 2019 1.0

INTRODUCTION

1.1

The University is committed to creating an environment that encourages the development of all members of staff. As an academic establishment striving toward excellence in learning and teaching, advanced scholarship, research, and the provision of high quality professional support services, the University wishes to ensure that opportunities are available to all staff to learn and develop within their current role and in preparation for their future career development.

1.2

As our students are at the heart of all we do, our employees are at the heart of who we are and what we stand for. We will provide the support and training and development opportunities to enable all our staff to play their full part in realising the University’s strategic ambitions and in achieving their own personal and professional goals.

1.3

The University recognises the contribution that all employees make to the success of the institution. It is therefore committed to ensuring that opportunities are made available to all staff for their learning and development in order to maintain an efficient, motivated and competent workforce. We are committed to developing a culture of lifelong learning and firmly establishing our University as a learning organisation.

1.4

The Learning & Development Strategy will support the strategic objectives of the University and should be read in conjunction with relevant policies, frameworks and strategies e.g. Professional and Development Policy, Digital Fluency Framework, Research Strategy, Workforce Strategy, Leadership & Management Development Strategy and Academic Strategy. It will be reviewed annually to ensure its objectives remained aligned to the business requirements of the University.

2.0

UNIVERSITY OF CUMBRIA (UOC) CONTEXT

2.1

These are challenging times for Higher Education and the University faces increasing financial pressures arising from a combination of factors. In addition, the University operates within an increasingly competitive environment based on student choice, growing expectations and cost. To meet these challenges, it is imperative that we develop a high performance culture where learning and development is supported. We will provide a solid framework to enhance the knowledge and skills of staff so they can meet the changing expectations of student within an appropriate learning and development budget.

2.2

The Learning and Development Strategy aims to enable staff, individually and collectively to enhance their knowledge, expertise and skills in order to enable them to fulfil their job role effectively. We encourage staff to self-reflect and identify their own development requirements and aspirations as well as being supported in this process by their manager as part of the Professional Performance Development Review (PPDR) process.

2.3

Drawing on the challenges faced by the University outlined in its strategic plans, this Strategy aims to support the delivery of the University’s strategic ambitions

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by ensuring that training and development programmes focus on the following areas: •

Developing organisational and individual capability

•

Delivering excellent customer service

•

Developing digitally literate staff

•

Fostering the University’s core values and professional practice

2.4

The Strategy will support the delivery of the University’s strategic ambitions and business plans. It aims to ensure appropriate professional skills development to support the strategic mission and direction of the University up to and beyond 2019.

3.0

SCOPE

3.1

This Strategy is applicable to all University staff except temporary staff and honorary staff members. The development of academic staff will remain under the remit of the Academic Quality and Development (AQD) department.

4.0

UOC LEARNING & DEVELOPMENT PRIORITIES

4.1

The table below outlines the three different types of learning activities at the University. Full details will be included in the learning and development prospectus which will be published annually. Type of Learning

Definition

Mandatory

Learning and development that is mandatory for all employees and covers legal compliance

• • • • • • •

Fire Health & Safety Equality & Diversity Corporate induction Display screen Manual handling FOI and data protection

Corporate

Programmes that support the key priorities of the University

•

Financial awareness and management Strategic planning Customer relations Leading change Project management Doctoral Supervisor Training

Programmes that equip specific employee groups with knowledge and skills required in their role

• • • • • •

Role Specific

Examples of Programmes

• • • • •

• •

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Leadership skills Employee relations Business continuity Workforce planning Digital fluency Writing business bids and cases Mental health Performance management

• •

Motivating and building teams Researcher development programme through Graduate School

Directors, Heads of Departments/Services are responsible for identifying role specific training and ensuring employees within their areas of responsibilities undertake the required training.

5.0

LEARNING & DEVELOPMENT STRATEGIC AIMS

5.1

The Strategy seeks to encompass all permanent members of staff while recognising that scholarly activity in pursuit of academic excellence is the responsibility of each academic member of staff. Equally, all other members of staff are expected to undertake continuous professional development to keep their knowledge and skills up-to-date. The key strategic aims are as follows: •

Ensure the availability and development of expertise in those areas of knowledge and skill that are essential to the University’s mission and strategy and thereby enable staff to contribute effectively in support of the strategic objectives of the University

•

Foster and encourage an environment where key learning and development needs are recognised and facilitated as a basis for enhancing performance, career potential and quality of work experience

•

Ensure staff are equipped with the knowledge and skills required to undertake their roles effectively

•

Ensure key development needs of individuals and teams are met in line with organisational and departmental priorities

•

Ensure effective systems and processes for identification and support of key learning and development needs are in place

6.0

TRAINING, LEARNING & DEVELOPMENT NEEDS ANALYSIS (TLNA) & PLAN

6.1

To ensure that the University provides the right training and development programmes to support its strategic intentions, each Faculty and Professional Services area will be required to populate a training, learning & development needs analysis as part of the annual business planning round. This would be done during the business planning round in order for a robust UoC wide training plan to be developed. For research active staff this would be in conjunction with the research office and graduate school linked to the researcher development programme for supervisors and research students.

6.2

The annual UoC training plan will support the strategic priorities of the University and will be based on providing key skills and development for staff based on the needs of the University, the needs of the service and PPDR outcomes as indicated in the diagram below.

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6.3

A full training and learning needs analysis will be conducted annually in order to inform the following academic year’s training provision. However, these findings will be continuously reviewed in light of new developments and to reflect changes to legislation etc.

7.0

LEARNING & DEVELOPMENT INTERVENTIONS

7.1

The University recognises the importance and relevance of using a variety of learning and development interventions in order to meet the different needs of all staff. We will therefore use a number of different interventions including the following; •

Experiential learning opportunities

•

Short workshops and seminars on appropriate topics

•

Coaching and mentoring provision

•

Work based learning opportunities

•

Action learning groups to explore key issues and solutions

•

E-learning packages on appropriate programmes

8.0

FUNDING & RESOURCES

8.1

Staff development funds for the University will be spent as efficiently as practicable realising relevant economies of scale and avoiding unnecessary duplication. The value of experiential training, management coaching and support, agreed mentoring and shadowing opportunities and facilitated action learning groups cannot be overstated. Resource commitment should include personal investment of time and expertise particularly at managerial level.

8.2

All employees are actively encouraged to consider and use development activities outside of formal courses wherever possible.

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appropriate

9.0

LEADERSHIP & DEVELOPMENT STEERING GROUP

9.1

The Leadership and Development Steering Group consisting of appropriate representatives from across the University will meet four times a year. Its principal duties will be as follows; •

To consider how this Strategy may be operationalised in line with the strategic priorities of the University

•

To oversee the Learning & Development Strategy and associated strategies for the University in light of strategic and business plans

•

To review key training priorities from all departments, identifying any potential for joint working and prioritizing central training provision for the University

•

To review the training & development expenditure for the University with a view to encouraging an environment of joint working and as a basis for realising economies of scale where possible

•

To review key change drivers within and outside of the University as a basis for agreeing key training and development priorities for the next academic year

•

To monitor the quality of development programmes and return on investment

10.0

ROLES & RESPONSIBILITIES

10.1

Executive Deans, Directors, Heads of Departments/Services

•

Promote a culture of self-managed learning underpinned by personal development

•

Ensure that line managers work collaboratively in order to fully understand and support the professional development implications of the University’s strategic and business priorities

•

Ensure that key Faculty and Professional Services staff development requirements are highlighted in the annual learning & development spreadsheet, PPDR summary documents and annual business plans

•

Ensure that Faculties and Professional Services produce an annual staff development plan based on University and local priorities taking into account individual needs

•

Encourage employees to develop their knowledge, skills and abilities by undertaking appropriate development programmes to enrich their roles

•

Ensure the provision of appropriate local induction programmes for new members of staff

10.2

All Staff The University will provide the framework to support training and development but all members of staff have a responsibility for their own learning and development. All employees are therefore expected to do the following:

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•

Maintain a personal development plan which details the specific development activities undertaken throughout the year as part of the PPDR process

•

Attend PPDR review meetings

•

Participate in staff development activities that are designed to enable the University to meet its commitments and legal responsibilities

•

Identify their own development needs on an ongoing basis by means of selfreflection and feedback from their manager, students, peers and other staff

•

Keep a record of learning and development activity undertaken throughout the year

•

Maintain CPD records for membership of professional bodies as appropriate

•

Enhance their professional status through continuing professional development and acquisition of relevant qualifications as appropriate

•

Actively seek out the opportunity to practice or use newly acquired skills and experience and to share knowledge gained from attending training programmes

10.3

Academic Staff

•

Expected to optimize the use of digital learning tools to support an outstanding student learning experience

•

Expected to undertake scholarly or professional activities that may include research and advanced scholarship, either on a team or individual basis in pursuit of academic excellence

•

Participate in appropriate development on accredited and other programmes

•

Enhance their professional status and standing through continuous professional development, membership of professional bodies and development of further qualifications e.g. doctorate status

•

Expected to meet Higher Education Academy standards

•

Maintain strong academic and professional standing evidenced through possession of appropriate qualifications and membership of professional bodies

10.4

Academic Quality Development (AQD) & HR

•

Promote the University as a learning organisation and disseminate good practice in staff learning and development programmes

•

Advise on and contribute to provision of development activities for the University

•

Support continuing professional development activities, enabling staff to meet agreed national teaching standards established in the standards framework (HEA)

•

Identify, implement and disseminate good practice in learning & development

•

Develop and maintain an online University wide prospectus of all courses on StaffNet

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11.0

MONITORING

11.1

This Strategy provides the framework for the development of the University’s employees over the next five years. The Leadership & Development Steering Group will monitor and review this Strategy on an annual basis to ensure its objectives remain in line with the strategic priorities of the University. The Strategy will be reviewed on an annual basis taking into consideration the strategic priorities and business plans of the University.

12.0

MEASURES OF SUCCESS & EVALUATION

12.1

The outcomes from training and other development activities will be measured and evaluated based on Kirkpatrick’s Four Levels of Evaluation as shown below.

12.2

In August each year, the Learning and Development Steering Group will provide an annual learning and development evaluation report to the University Executive Group and to the Employment Policy Committee.

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APPENDIX 1 – LEARNING & DEVELOPMENT ACTION PLAN ACTIONS

EXPECTED OUTCOMES

LEAD (S)

TIMESCALE

1. Identify L&D priorities from UoC business plans and strategic plan

Programmes aligned to UoC strategic priorities

HR

30 June each year

2. Set up Leadership & Development Steering Group

Buy-in from line managers

HR

30 September 2014

3. Produce annual reports on L&D programmes and expenditure

Evidence of return on investment

HR

31 August each year

4. Devise and implement a comprehensive L&D tool to capture key development requirements for staff

Development programmes informed by intelligence from all areas aligned to key priorities

HR

30 September 2014

5. Publish an annual prospectus with mandatory programmes and programmes aligned to the needs of the different grades of staff

Better planning and better staff attendance

HR

31 August yearly

Programmes aligned to UoC strategic priorities

Programmes aligned to the needs of different grades of staff Statutory/regulatory compliance

6. Set up a L&D database to monitor expenditure on monthly basis

Effective use of development funds

HR & Finance

31 January 2015

7. Acquire internal experts to deliver appropriate programmes

Better use of staff resources

HR

28 February 2015

8. Critical review of PPDR summary sheets to inform L&D provision for the academic year

Development programmes informed by intelligence from PPDRs

HRBP

31 August yearly

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