Continuing professional development (CPD) is the intentional maintenance and development of the knowledge and skills needed to perform in a professional context. This could mean honing current skills, it could mean developing them to a new level, or it could mean learning new ones that will allow an employee’s job role to expand or prepare them for potential promotion.
Alert is committed to ensuring that all new employees receive sufficient information and support on entering the organisation to enable them to make the best possible contribution in the shortest time. A thorough and timely induction programme is therefore provided for all new staff. The Line Manager is responsible for arranging a tailored induction for all new staff (induction is equally relevant to internal appointments as it is to external recruits) and also for monitoring to ensure that the induction is complete and effective All Alert staff are expected to cooperate informally in making new members of staff feel welcome and supported and formally by explaining (if asked) what they do and how their work fits into the rest of Alert.
CPD entails a range of activities of individual, group and organizational learning and creating/using opportunities CPD activities can range from formal educational activities such as instructor-led training courses, workshops or seminars, to more informal approaches such as work-based learning or mentoring. CPD can also include self-directed study such as elearning courses and structured reading. To achieve maximum impact within the available budget, Alert’s strategy will employ an effective mix of approaches which will vary according to the subject matter, role and location of employees and other variables, but will include all or some of the following: • Tighter and more structured system of (functional), supervision, coaching and support on specific functions and topics / areas of expertise / roles; • Blended learning (mix of e-learning1, self-study, expert support, formal training …) • Self-study / reading • Experiential learning • Formal training; • Training for trainers; • Resource centres – for sharing material and readings on topics, issues of interest; can be clustered based on issues or pathways, or approaches;
4.1 Managers are responsible for: • Ensuring that all employees understand Alert’s CPD strategy and the criteria for prioritising delivery of CPD to employees • Ensure that goals which have resource implications (e.g. training provision) fall within Alert’s core CPD provision. If not, the manager will identify the resources needed for the CPD to be provided (with advice from HR / Alert technical experts if required) • Identifying (with the employee) up to two CPD goals which are directly linked to the annual task goals and / or core organisational behaviours. Managers will also be responsible for facilitating and monitoring fulfilment of these goals. • Conducting a detailed discussion about CPD with the employee at the third (final) checkin of the performance management cycle. • Setting realistic and achievable CPD goals and managing employees’ expectations about CPD provision • Facilitating and monitoring implementation of CPD goals by employees.
4.2 Employees are responsible for: • Ensuring they understand Alert’s CPD strategy and the criteria for prioritising delivery of CPD to employees • Identifying realistic and achievable CPD needs (broader needs and development goals) in discussion with their manager and ensuring that they are implemented
4.3 HR is responsible for
• Policy formulation, monitoring and updating (CPD; induction)
• Logistics, coordination, communication, budget allocation and monitoring
• Overseeing training design and delivery
• Supporting managers to develop their staff
• Tracking CPD provision to individuals on People HR
• Monitoring the impact of CPD provision
• Reporting to CPD group; and SMT/SLF annually on CPD provision and impact
