This policy has been developed in line with the organisation's overall vision and strategy and reflects a belief in the need to develop all permanent and temporary employees, whether employed on a full-time or part-time basis. It is based on the principles that the organisation:
- thinks of its workforce as an asset as well as a cost, and believes that it should invest in that asset;
- believes that all its employees have the potential to grow, both in their work role and personally, and it shall endeavour to provide opportunities for this growth;
- considers it appropriate to base such training and development opportunities on the requirements of the business, and decisions about investment in staff training and development will be made accordingly;
- believes that responsibility for training and development should be shared between the organisation and its workforce;
- will ensure that appropriate procedures are in place to plan, deliver and evaluate training and development activity;
- wants to empower its staff members to take some ownership of their own development, with support from their managers and the organisation as a whole;
- believes that its line managers have a key role to play in people development;
- works within recognised good practice guidelines, such as the national standard of Investors in People, to ensure that both the quality and quantity of training and development is relevant and "fit for purpose";
- regularly reviews its overall level of investment in staff training and development to ensure that adequate and appropriate resources are provided; and
- plans its training and development activities in line with industry standards, and therefore maintains relationships with relevant bodies, such as Sector Skills Councils.
Training and development initiatives
The organisation provides a range of training and development opportunities to staff. These fall into four broad categories:
- Programmes relating to the enhancement of skills for an employee's current position. These include internal and external courses providing technical training, for example on the use of software packages, and specialist training relating to the skills that employees require for their job.
- Programmes leading to a professional or academic qualification. The organisation encourages employees who wish to do so to pursue continuous professional development and where appropriate to gain further qualifications. The organisation may contribute towards15% of the fees at the start of a programme that is approved, and 15% on successful completion. The organisation will approve courses of study such as the Higher National Certificate and Higher National Diplomas.
- Programmes that have specific management or supervisory focus. These include internal and external courses on manager development, supervisory skills for line managers, and leadership development programmes.
- Health and safety training. This includes courses in manual handling, risk assessment, fire safety, first aid, and food and hygiene regulations.
Decisions on the suitability and applicability of programmes will be determined through the performance review process, during which individual training and development needs are identified within a personal development plan. Progress on the acquisition of new skills and knowledge will be monitored throughout this process.
Roles and responsibilities for implementation
Both line managers and employees have a responsibility to implement training and development initiatives. There will be an opportunity to discuss development needs through the performance review process and agree on appropriate courses of training or study. Line managers should encourage their staff to undertake relevant programmes. Employees are expected to take up the opportunities provided and report back to their line manager on their applicability once completed.
Line managers have a responsibility to monitor and evaluate the effectiveness of learning for employees who have undergone training and development. Line managers can contact the Chief Executive to give feedback on internal and external training programmes, including their quality and cost-effectiveness. Line managers should ensure that employees implement the skills that they have gained through training.
Planning and implementing new initiatives
Any new training initiatives will be planned as a result of training needs analysis activities, which in turn are part of the organisation's performance review process. In addition, the organisation is committed to reviewing training initiatives so that relevant training and development is provided for skills in specific job areas, where work procedures have changed, or where new standards are introduced. Any new training and development programmes offered to staff will be publicised through the organisation's normal communication channels, including staff notices and departmental meetings. The organisation will make use, where appropriate, of e-learning, and training will be provided to staff in how to access materials while at work and from home.
Individual requests for training and development
The organisation firmly believes that it is critical to the success of both the planning and delivery of training and development activities that the resources invested are monitored and the outcomes achieved are measured. Such outcomes may be demonstrated at an individual, departmental and corporate level. Senior managers have an important role to play in this process. The organisation uses its evaluation findings for future business planning and the planning of continued investment in staff training and development. Accordingly, the evaluation findings are regularly shared with the senior executive team.
Coaching and mentoring
The organisation encourages line managers to provide coaching and mentoring support for staff who are undergoing training and development. Managers have a responsibility to ensure that the skills and knowledge of more experienced staff members are shared with more junior employees to ensure that learning occurs in a planned way.
Recording of training and development activities
Following a performance review discussion, a copy of the approved personal development plan is placed in the employee's personnel file. This information is collated annually to form the basis of the organisation's forward training and development plan. All training attended will be recorded by the Chief Executive along with costs, including, for example, travel and subsistence expenses and the cost of textbooks. On completion of any internal or external course, the employee will complete a course evaluation form, countersigned by the line manager, and return this to the Chief Executive. Analysis of the evaluation forms gathered will be undertaken and used within the overall evaluation of training and development.
Equal opportunities
Decosopms relating to training and development should be made fairly and consistently, and equality of opportunity should be provided for all staff in this area
Data protection
When managing an employee's training and development, the organisation processes personal data collected in accordance with its data protection policy. Data collected as part of the operation of the training and development policy is held securely and accessed by, and disclosed to, individuals only for the purposes of managing training and development. Inappropriate access or disclosure of employee data constitutes a data breach and should be reported in accordance with the organisation's data protection policy immediately. It may also constitute a disciplinary offence, which will be dealt with under the organisation's disciplinary procedure.
Induction training
All new members of staff will receive an induction on their job role. The organisation provides full programmed of general induction training and health and safety induction training, which are set out in separate policies.
Mandatory training
Mandatory training has been determined as essential by Communities 1st for the safe and efficient running in order to reduce organisational risks and comply with policies and government guidelines
Law relating to this document
- Equality Act 2010
- Data Protection Act 2018
- General Data Protection Regulation (2016/679 EU)
There are express provisions in anti-discrimination legislation outlawing discrimination in the field of employment and vocational training because of sex, race, disability, age, sexual orientation, religion or belief, marital or civil partnership status, or because of pregnancy or maternity leave.
Section 158 of the Equality Act 2010 permits employers to take positive action in the form of proportionate measures to encourage or train people from an under-represented group to apply for jobs, overcome a perceived disadvantage or meet specific needs based on a protected characteristic, except in recruitment and promotion.
In the event of a data breach that may result in a risk to the rights and freedoms of individuals, the GDPR requires organisations to notify the Information Commissioner within 72 hours of becoming aware of the breach. If the data breach results in a high risk to the rights and freedoms of individuals, the data subjects must be notified without undue delay. Where a breach is not likely to result in a risk to the rights and freedoms of individuals, the organisation does not need to notify the Information Commissioner or the individuals affected. However, the organisation must keep a record of all data breaches.