Learning and Development Strategy

Learning and Development
February 2013
BITC will invest in the training and development of its staff to ensure it has a skilled and
qualified workforce to meet its needs now and in the future by:
• Valuing our employees as assets;
• Ensuring processes are in place to improve the performance of employees in their
present role;
• Ensuring that the best use is made of the natural abilities of employees by developing
their skills and capabilities for the benefit of the organisation and their future career;
• Ensuring that all training and development is in line with the organisation’s core vision
and values;
• Ensuring that training and development opportunities achieve business objectives and
that impact is measurable and reported;
• Ensuring that all employees are aware of the opportunities available to them;
• Providing the majority of training and development opportunities on the job, making use
of internal resources and expertise or those offered by member organisations where
• Emphasising that responsibility for learning and development is shared between each
individual and the organisation.
Scope of Learning
The Learning & Development Strategy covers the development needs of staff from
organisational entry to exit and will include Induction, training in operational tools, procedures
and processes, continuous job-related development; preparation for new roles; team
development; organisational development; managing change and transition and preparation for
exiting the organisation e.g. through retirement.
137 Shepherdess Walk. London N1 7RQ
T: 020 7566 8650 | www.bitc.org.uk
President HRH The Prince of Wales | Chairman Mark Price | Chief Executive Stephen Howard
Business in the Community is registered in England and Wales. Charity No 297716. Company No 1619253
Responsibility for Learning
Responsibility for learning and development is jointly shared between managers and staff. Staff
members are expected to avail themselves of relevant learning opportunities to enhance their
opportunities for career progression.
Line Managers (with support from HR) will play a key role in creating an environment where
staff can improve their performance and thereby support team and organisational objectives
through the development of:
L&D objectives linked to measurable performance outcomes;
on-the-job opportunities to apply new knowledge and skills gained;
creation of a “safe” learning environment for the unlearning of undesirable
skills/behaviours and where new skills can be developed and applied;
regular individual and team performance feedback.
Planning Learning & Development
Strategic objectives are set by the Executive Team and provide a framework for core
knowledge, skills and behaviours required by the organisation. The business objectives are
translated into annual business plans by regions, campaigns and support functions. These
annual plans should provide the basis for assessing development needs at team level and
therefore each team business plan should be accompanied by a team L&D plan (including a
detailed budget).
Business in the Community operates an annual performance review system which provides an
opportunity to assess the performance of an individual, set objectives for the following year and
support the achievement of these through a personal development plan agreed between line
manager and employee. Any L&D needs identified at performance review should be clearly
linked to business objectives.
Evaluating the Impact of Learning
Individuals and line managers should use time at one-to-ones and performance review to
discuss training that has taken place, identify where it has helped to improve performance at
both an individual and team level and, where appropriate, look at further development activities
that are required to help the individual in their job role.
Team meetings should be used as an opportunity to share the impact of formal training, on-thejob learning and coaching, and to look at how it has contributed to improved business
performance within the team.
Directors will be expected to report twice a year on L&D activity that has taken place within their
teams and its impact in order to facilitate evaluation of L&D at an organisational level.
Investors in People
Business in the Community will develop policies and plans within the framework of the Investors
in People Standard and seek to retain accreditation.
Learning and Development Strategy
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