Continuing Professional Development

Gill Bailey

Management Trainer

Learning Outcomes

Develop an understanding of Continuing Professional Development (CPD)

Outline systems and processes for implementing CPD

Build on current CPD practice Overcome barriers to implementing CPD

Continuing Professional Development

An ongoing, planned, learning and development process that:

enables all your workers to expand and fulfil their potential

contributes to their work-based and personal development

can be applied or assessed against competences for the worker’s role and organisational performance

Continuing Professional Development

Includes any activity that workers are doing on a day to day basis which increases knowledge, experience and understanding and improves performance

ensures continuing confidence and competence, particularly as roles develop or change or people develop their careers.

Skills for care/cwdc/Continuing Professional Development for the social care workforce

Continuing Professional Development

Covers the whole of a worker’s career from recruitment, selection and induction onwards

including relevant voluntary and part-time work

Induction & statutory qualifications

Work based learning Qualifications required Post registration training Formal learning to

recognised awards Knowledge & skills sets Informal learning Reflection on work

experiences

Benefits of CPD

Employer investment on CPD will impact on the quality of the service, the individual worker and the organisation

Contribute to recruitment & retention

Enable workers to meet quality standards

Take account of a multi skilled and multi cultural workforce

Develop a learning culture Enable cost effect & quality

learning Meet registration & GSSC

standards Manage change

Barriers to CPD

Lack of funding/resources

Inadequate staffing levels and high turnover

Fear and lack of confidence in learning

Lack of time due to workloads

Employees gain awards and leave

Lack of flexible local learning provision, tailored to workplace needs

Lack of IT resources and skills

Lack of effective evaluation of learning

Joint responsibility for CPD

GSCC Code of Practice for Employers states:

Social care employers must provide training and development opportunities to enable social care workers to strengthen and develop their skills and knowledge

Individuals to continue to develop their skills and knowledge through a range of learning and development activities

CPD Implementation

Skills for Care CPD Framework to identify current and further development

Develop a Person Profile for each worker Personal development plan

Current Arrangements

How effective are your current arrangements? Skills Matrix Team Meetings Observation Informal 1:1 reviews Evaluation of monthly & annual reports Appraisal & supervision Performance information Audit checks

Link Training & Development to the Business Plan

What are the business goals and objectives?

Goals – vision Objectives – stepping

stones SMART

What learning & development do you need to carry out to meet these goals?

Maintenance – to support the business

Strategic – Plans short & long terms

Personal development – where are you now?

Performance Gaps

Review performance to identify gaps between what individuals can do and what the organisation needs them to do

Job Gap Job descriptions & role

Feedback Gap Praise and planned

improvement Resource Gap

People, time, equipment Commitment Gap

Lack of commitment Competence Gap

Skills & knowledge

YOUR

ROLE

What thecompanyexpects

from you

What youexpect from

yourself

What othersexpect from

you

Management Development

Key management tasks

1. Job descriptions

2. Selecting staff

3. Setting objectives

4. Allocating work

5. Giving feedback

6. Building staff relationships

7. Minimising conflict

Counselling Developing your staff Developing yourself Developing your

management team Mentoring Leading meetings Participating in

meetings

Is not as easy to practise as it sounds.

It Implies:

A clear idea of ultimate priorities & directions

A knowledge of one’s own strengths and weaknesses

A willingness to regard the present as an investment for the future

Charles Handy

Self development

A plan for development Know your own strengths &

weaknesses Assess where you are now Decide what is important to

you Make use of your strengths

to overcome weaknesses Look for opportunities Be bold in taking the

opportunities when they come

Strengths and weaknesses

Your own Team members Family Position Managers Organisation

SWOT analysisStrengths Weaknesses

Opportunities Threats

You need to:capitalise on Strengthsmitigate Weaknesses & convert into strengthstake advantage of Opportunitiesconvert Threats into opportunities

Strengths1. Highly focused to provide quality

customer care.2. Consultative ‘total solution’

approach marks us as different to competitors

3. Business partners have strong reputation within the market

4. Have respected market expertise at higher management level

Weaknesses1. Company has little market

presence or brand awareness2. Have a small staff base with a

shallow skill base in some areas3. Vulnerable to vital staff being

sick, leaving etc.4. Cash flow is unreliable due to

nature of contracts

Opportunities1. Business maintenance sector is

growing2. A competitor is reducing scale of

operation3. Adopting new sales/helpdesk

management technology providing quicker response & better customer base details

Threats1. Developments in technology may

change market leaving us with lack of expertise

2. Change in focus of a competitor may remove large scale service opportunities

3. 80% of business is tied to 1 business partner

4. Market overall depressed with slow expansion forecast

Example SWOT for small services business

Where do you want to go?

“Would you tell me, please, which way I ought to go from here?”

“That depends a good deal on where you want to get to,” said the Cat.

“I don't much care where,” said Alice.

“Then it doesn't much matter which way you go,” said the Cat. Lewis Carroll – Alice in Wonderland

Making the most of opportunities

What opportunities have you had for self development, in terms of:

Learning opportunities Delegation opportunities Reorganisation opportunities New position opportunities Other opportunities

Have an experience(Activist)

Plan next steps(Pragmatist)

Conclude from experience(Theorist)

Review experience(Reflector)

LEARNING STYLES

Organisations Training & Development

Business Goal Department or team Development Area Training Activity Resource required Measure of success Review date

Summary

Build a CPD culture Identify requirements of job roles Assess skills in relation to the job role Ensure feedback on performance and

use it constructively Identify relevant development needs Recognise alternative learning styles Encourage ownership of self

development

Next stages

Performance Review Personal Development Planning Action from PDP

Training & Development Planning Skills Matrix Recruitment Planning

Action Plan

What are you going to take away from this session and put into place for

your organisation yourself

“Don’t ask what the world needs.

Ask what makes you come alive and go and do what that.

Because what the world needs is people who have come alive.”

-Howard Thurman

Gill Bailey Consultant Care Sector business

development Leadership &

Management Training Coaching & Mentoring for

senior managers

Leadership training ‘Good Practice’

- NW Skills for Care Nov ‘09

‘Consultant to UK Home Care Association on 3 UK Workforce Development Projects’

Business Support & Management Training

For a free confidential discussion

Tel 01200 442482

Mbl 07970 567 608

Email gill@linqs.co.uk

‘Unleashing the potential in the individual’