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Continuing Professional Development

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  1. Continuing Professional Development Gill Bailey Management Trainer

  2. 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

  3. 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

  4. 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

  5. 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 Continuing Professional Development

  6. 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 Benefits of CPD

  7. 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 Barriers to CPD

  8. 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

  9. CPD Implementation • Skills for Care CPD Framework to identify current and further development • Develop a Person Profile for each worker • Personal development plan

  10. 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

  11. 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? Link Training & Development to the Business Plan

  12. 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 Performance Gaps

  13. YOUR ROLE What the company expects from you What you expect from yourself What others expect from you

  14. Key management tasks Job descriptions Selecting staff Setting objectives Allocating work Giving feedback Building staff relationships Minimising conflict Counselling Developing your staff Developing yourself Developing your management team Mentoring Leading meetings Participating in meetings Management Development

  15. Self development 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

  16. 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

  17. Strengths and weaknesses • Your own • Team members • Family • Position • Managers • Organisation

  18. SWOT analysis • You need to: • capitalise on Strengths • mitigate Weaknesses & convert into strengths • take advantage of Opportunities • convert Threats into opportunities

  19. Example SWOT for small services business

  20. 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

  21. 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

  22. LEARNING STYLES Have an experience (Activist) Plan next steps Review experience (Pragmatist) (Reflector) Conclude from experience (Theorist)

  23. Organisations Training & Development • Business Goal • Department or team • Development Area • Training Activity • Resource required • Measure of success • Review date

  24. 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

  25. Next stages • Performance Review • Personal Development Planning • Action from PDP • Training & Development Planning • Skills Matrix • Recruitment Planning

  26. Action Plan What are you going to take away from this session and put into place for • your organisation • yourself

  27. “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

  28. 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 Tel01200 442482 Mbl 07970 567 608 Email ‘Unleashing the potential in the individual’ Gill Bailey Consultant