LEARNING AND DEVELOPMENT POLICY <USE THIS LINK TO ACCESS FURTHER MANAGER GUIDANCE RELATING TO THIS POLICY>

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1 LEARNING AND DEVELOPMENT POLICY <USE THIS LINK TO ACCESS FURTHER MANAGER GUIDANCE RELATING TO THIS POLICY> Content Document Control Summary Policy statement 1. Principles 2. Roles and responsibilities 3. Managers/Team Leaders/Directors 4. Corporate Training 5. Re-training for employees in a closing unit/team 6. Further education 7. Relevant documents 8. Effective date 9. Review date 10. Amendment history Issued 01/03/09 Page 1 of 10

2 Learning and Development Policy Document Control Summary Title Learning and Development Policy Electronic file reference (network or intranet) Status ERMS - Corporate HR/Policy Review 2008 Published Version No. 1.0 Date of this Document 1 st March 2009 Author(s) Megan Olsen, Corporate HR Advisor Revisions by: None Approved by (Names, titles and date) Helen Cunningham, Assistant HR Director MRC Trade Union Side Next Review Date March 2012 Equality Impact Assessment Completed in Financial implications of This version September 2008 None Issued 01/03/09 Page 2 of 10

3 Policy statement The Medical Research Council (MRC) recognises that the success in meeting its corporate objectives is, in a major part, dependent upon its ability to develop and harness the full potential of its most valuable resource, its employees. The MRC believes that learning and development are essential for: equipping all employee s to perform in their jobs effectively. enabling employees to develop their full potential to meet present and future requirements of the MRC and wider scientific community. fulfilling employees own career development prospects. The MRC is firmly committed to encouraging the development of its employees and adopts a wide range of development activities to meet the needs of all employees. The needs of the individual, their learning styles and their circumstances will determine the most appropriate approach. The following paragraphs set out policies, responsibilities and procedures governing the range of learning and development opportunities available to employees including corporate training policies and job specific, technical and scientific training policies. This policy describes the MRC s approach to training and developing its employees during the course of their employment. The Learning and Development Policy and Procedure (the Learning and Development Policy ) has been agreed with the National Trade Union Side and complies with statutory legislation as well as ACAS best practice. In addition, the MRC s policies are assessed for language accessibility and equality impact. The MRC s operational activities are regularly reviewed with key stakeholders and Trade Unions, which in turn contributes to the further development of the MRC s policies. The Learning and Development Policy applies to MRC employees. This includes those employed on permanent or temporary contracts and for the avoidance of doubt, does not include visiting workers, students or those workers provided by a third party agency. Issued 01/03/09 Page 3 of 10

4 1. Principles 1.1 The identification of training and development needs of employees form part of the annual Performance Development Review (PDR) discussion. 1.2 Individual employees, Managers/Team Leaders/Directors all have an equal responsibility for training and development. 1.3 A variety of corporate training events will be provided to allow for differing skill levels and learning abilities. 1.4 All training provided will be run in accordance with the MRC Equalities and Diversity policy. 2. Roles and responsibilities 2.1 Individual Employees Each employee must take responsibility for their own development. This includes: a) Identifying their own training needs. b) Discussing training needs with their Manager/Team Leader/Director at their Performance Development Review meeting and as required throughout the year. c) Seeking out training and developmental opportunities both on the job and externally, for example visits to other units/external organisations, attending conferences, seminars, etc. d) Participating fully on training courses. e) Putting new skills and knowledge into practice at work. f) Providing feedback on course assessment and post course evaluation forms. 3. Managers/Team Leaders/Directors 3.1 Managers/Team Leaders/Directors must take responsibility for the following: a) Identifying training needs for themselves and their employees. b) Identifying the best training option (e.g. course, open learning, coaching). c) Ensuring that employees nominated for training events attend them. d) Briefing their employees before undertaking any training and development activity, explaining: what the event is about, and what the individual should to get out of the event. e) Debriefing employees after training, finding out: what they have learned, and Issued 01/03/09 Page 4 of 10

5 what needs to happen for them to put their learning into practice. f) Acting as a coach where applicable, after receiving training in the skills required. g) Evaluating and giving feedback about the success of training events through post course evaluation procedures. 4. Corporate Training 4.1 Role of the Learning and Development Group The MRC s Learning and Development Group is responsible for providing advice and guidance on training and development In addition the Learning and Development Group is responsible for: a) Analysing of corporate transferable skills training needs and consideration of priorities for transferable skills training. b) Developing new transferable skills and MRC specific learning and development events. c) Providing (in collaboration with the Shared Service Centre (SSC) Learning and Development Team) a programme of transferable skills training opportunities to all MRC employees which is derived from the MRC s corporate objectives. This will supplement on-the-job scientific, technical training provided by managers and team leaders in the workplace and job specific training provided by Units. d) Providing advice to Directors, Human Resources Business Partners (HRBPs), managers, and employees on the ways in which the training needs of individuals and teams might be best met. e) Ensuring value for money in relation to individual training events and training policy. f) Evaluating the effectiveness of training policy and activities at an individual, Unit and MRC wide level. 4.2 Learning and Development Group sponsored events (Corporate training events) A core programme of events is provided by the Learning and Development Group based on corporate needs and training requested through the Performance and Development Review scheme. There is an expectation that, where necessary, employees will participate in this training and that they will be given the necessary support to attend. Additionally, subject to resource constraints, events may be provided specifically for Units to address transferable skills training needs specific to that Unit All MRC employees, whether full-time or part-time, working within MRC establishments may be nominated to attend a Learning and Development Group sponsored event Managers/Team Leaders/Directors must support the attendance of part-time employees on approved training events by making reasonable adjustment to rosters where necessary Attendance on training events counts as working time. Where course times are longer than the employee s normal working hours stipulated in their contract of employment, Issued 01/03/09 Page 5 of 10

6 or fall on a non-work day, equivalent time off in lieu will be given up to a maximum of the normal working hours per day. 4.3 Funding of corporate training Transferable skills training activities provided by the Learning and Development Group are funded centrally within the constraints of a cash-limited budget. This does not however include the cost of travel arrangements which are normally funded by the Unit Training will be provided, within the constraints of a cash-limited budget, to those employees designated by their Manager/Team Leader/Director, who can be expected to use the new skills either in current or future posts. Within structured development programmes this may also include skills which support career development A charge of the full cost of the training will be made to the appropriate Unit for all cancellations or non attendance where the employee has provided less than two weeks notice. Where the employee has provided at least two weeks notice of cancellation or non attendance, no charge will be made. 4.4 Booking a corporate training course To attend a Learning and Development Group training event, MRC employees must be nominated by their Manager/Team Leader/Director. Completed booking forms should be signed by the manager and forwarded to the Local Training Co-ordinator, who will forward approved nominations to the Learning and Development Group at the SSC Development Course booking forms can be downloaded from the Portal. 4.5 Job specific, technical and scientific training Training in job specific and scientific skills is the responsibility of the Director (or nominated representative). 4.6 Mandatory external training Job specific mandatory training will be supported financially by the nominating establishment. This may include technical and professional short courses as well as longer professional development programmes. The employee shall undertake the training with the necessary paid leave of absence from work. 4.7 Non-mandatory training: criteria for approval An employee who believes that an external training course would best meet their training need should discuss this with their Manager/Team Leader and, if agreed by both parties, then seek approval for attendance from the Director (or nominated representative). In authorising external training in essential professional and nonprofessional skills, the Director (or nominated representative) will balance financial considerations with the need to develop employees to meet their full potential and will consider whether: a) the training is essential for the individual to successfully perform the duties associated with his/her current job or a job he/she will be expected to perform in the near future Issued 01/03/09 Page 6 of 10

7 b) that it will be of direct assistance to the employee in their job. c) the training would support the employee s longer-term career development In reaching a decision the Director (or nominated representative) will have to be satisfied that: a) the employee will be capable of applying the learning to their work; and b) the employee will be given the support, opportunities and feedback necessary to apply and develop the new skills in the workplace; and c) the training need cannot be better met by an alternative method, e.g. coaching, shadowing, or an internally sponsored training course; and d) the proposed training represents value for money in terms of its level and relevance to the employee, the establishment and the MRC Courses may also be approved where the range of duties currently undertaken by an employee is limited to a particular research field or technique and the course would usefully extend his/her range of skills into a related and relevant field. 4.8 Support for approved external courses Once it has been arranged that an employee may enrol on an external training course, the individual will be able to claim the following: a) course fees, including registration, student union and tuition fees, and examination fees. b) travelling expenses and subsistence incurred (as set out in the MRC Expenses policy). c) essential course books not available in the establishment library, subject to Unit resource constraints and up to a maximum of 50 per course year. All books purchased with MRC funds are considered to be on loan and must be returned upon completion of the course. Books relating to scientific/technical topics should be returned to the establishment s Library. Books on non technical related subjects (e.g. management) should be returned to the Learning and Development Group at the SSC. d) time-off with pay to attend classes, seminars, examinations, etc. Should an employee attend evening classes, he/she may be allowed to take the equivalent time off during normal working hours. However, where the course lasts more than 4 weeks, time off in lieu is at the discretion of the Director and subject to the needs of the establishment, and cannot exceed four hours per week. e) time-off with pay for private study where private study required exceeds six hours per week, with the Directors approval. When considering requests for study leave Directors may seek advice from the appropriate Head of Studies/Course Tutor on the amount of time for private study that is considered reasonable for a student on the course. 4.9 Re-payment agreement Issued 01/03/09 Page 7 of 10

8 4.9.1 Support for external training/studies which take place over a period of 12 months or more will be subject to the requirement that the individual signs a formal pay-back agreement Conditions for time-off with pay Time off with pay to attend classes, seminars, examinations, etc is granted to eligible employees on the condition that they: a) attend classes regularly and punctually and participate fully in the course. b) notify their Director (or nominated representative) of any absence from classes as soon as possible. c) make satisfactory progress in their studies Reports on attendance, progress and conduct will be obtained from the external training body and the support may be withdrawn if the conditions set out above are not met Failure in an examination Should an employee whose course fees are being paid by the MRC fail the examination, the training support provided may be extended for a further year to allow the individual a second attempt. Where the Director is satisfied that the individual was not prepared adequately on the first occasion due to circumstances beyond his/her control, the MRC will pay the course fees for the second attempt in full. Where the Director is not satisfied that this was the case, the MRC will pay half of the fees. Should the individual be unsuccessful at the second attempt, the support will be withdrawn. 5. Re-training for employees in a closing unit/team 5.1 Where the work of an establishment or team is to be discontinued, consideration will be given to providing re-training for an individual who has been formally entered into the MRC s resettlement procedures and for whom a job has been identified for which such training is necessary. These may be in the form of internal or external training activities, secondments or working visits and will aim to extend the individual's existing knowledge or to develop additional skills which are specifically required in the new job. 5.2 The MRC also provides a Career Transition Service for all employees who have been given notice of redundancy. Support includes career coaching, help with CVs, various workshops and an on-line resource. More information on this service can be obtained through regional/unit HR. 5.3 Attendance at scientific meetings and conferences in the UK and overseas Attendance at scientific meetings is widely recognised as, not only an opportunity to disseminate the results but also as a valuable training and development opportunity, especially for scientists in training appointments. Employees may attend scientific meetings to represent their research results providing that they have prior approval from their Director and that the meeting will be useful for the dissemination and advancement of their MRC research The Director will decide which employees may attend such a meeting, and whether in each particular case expenses (in part or full) should be provided. Issued 01/03/09 Page 8 of 10

9 The MRC also provides employees with development opportunities in the form of secondments and sabbaticals. For further details on either of these opportunities refer to the MRC Special Leave Policy. 5.4 Subscription to learned societies A member of scientific staff is expected to belong to the usual learned societies concerned with his/her research area. The cost of subscribing to such societies (and attending any of their meetings not referred to above) must be borne by the individual. Likewise the costs of periodicals and books necessary for maintaining the member's scientific efficiency must also be borne by the individual. 6. Further education 6.1 Introduction The MRC recognises that its employees may, from time to time, wish to pursue their career development via a course of further education not immediately linked to their current employment. Whilst such courses will normally be funded by the employee and undertaken in their own time, managers and supervisors will support efforts at such self-development by considering requests for flexible working. 6.2 Facilities for higher degrees Since MSc, PhD, MD and DSc, or qualifications such as the FRICS and MIBiol, are not a standard requirement for MRC appointments, the fees for registration and examination for such studies are not normally supported by the MRC (nor are any subscriptions to learned societies, journals, etc). However, Directors have discretion to fund those higher degree courses which involve completion of a taught course or syllabus rather than a thesis based on a research project, in so far as they meet the criteria set out in 4.8. In such cases MRC will provide support as listed in section 4.9 subject to the requirement that the individual signs a formal pay-back agreement. The agreement is available on the Learning and Development section of the Portal The MRC will allow an employee to use his/her MRC research work as a basis for a research degree, provided that: a) there is work within the establishment's forward programme or the individual's post which is suitable for a higher degree and MRC work is not diverted to meet the specific requirements of the study. b) any additional work, including the preparation of the thesis, is undertaken in the individual's own time. c) no cost is incurred by the MRC in respect of registration or examination fees, etc. (although MRC may meet the cost of any necessary course work undertaken as part of the research degree if it meets the criteria set out in section Relevant documents Performance development review policy Equalities and diversity policy Issued 01/03/09 Page 9 of 10

10 Expenses policy Flexible working policy Formal re-payment agreement Special leave policy 8. Effective date 8.1 This policy is effective from 1 st March Review date 9.1 This policy will be regularly reviewed to incorporate any legislation changes and will be formally reviewed in March Amendment history Version Date Comments/Changes 0.1 November 2008 Amended by Corporate HR as part of project review of HR policies st March 2009 Release of revised policy. Issued 01/03/09 Page 10 of 10