People Count Third Sector 2017

Transcription

1 People Count Third 2017 HR and Workforce Benchmarks for the Third Volume 2.3 Learning and Development & Performance Management August

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3 FOREWORD Much has changed since the previous People Count study, both in the political environment and the voluntary sector itself, but in some regards meaningful progress has been lacking. So far the Brexit process has not done much to allow workforce planning to go ahead with any degree of certainty. The right to stay of European nationals working in the UK is still up in the air, as are the future processes for recruitment of skilled individuals from Europe. This will potentially cause considerable challenges for individual charities and, where a significant proportion of the workforce have traditionally come from the EU, even entire sectors in which UK charities operate, such as health and social care. While the country waits for representatives on both sides of the Brexit negotiations to reach a comprehensive agreement, charities must do their best to ensure they have solid strategies in place that help them create a positive and productive working environment for current staff. Now is as good a time as ever to revise your overall HR strategy, create meaningful learning and development opportunities, and establish a fair rewards system. But above all, this strategy must strike a fine balance between encouraging and supporting employees to achieve the best results for the charity s beneficiaries, and living up to the sector s values of respect and fairness by allowing them to do so in a sustainable way. I would encourage anyone working in HR or workforce planning to also look at the new Charity Governance Code, the major new edition of the sector-led publication which sets out the standards of governance charities should aspire to. HR professionals can do much to support their organisations boards to meet the code s recommendations. Boards will look to HR for support in creating the positive workplaces: The code sets out basic principles such as integrity and diversity which must underpin all areas of work, and also provides more concrete guidelines concerning processes for handling internal complaints or setting the remuneration of senior staff. You can find the code at For the first time the code includes a dedicated section on diversity. In light of some of the figures contained in this report, it strikes me that this is an area where there is a clear need for further attention, not just at board level but also within staff teams. The sector does well on some aspects: For example, 68% of management employees in the sector are female, compared to 43% of management employees in the UK population as a whole. But this remains a smaller proportion than that of women in respondents workforces overall, at 73%. Importantly, employees from an ethnic minority background are still less likely to reach management level than their non-ethnic colleagues. There is no one simple solution to this, but I hope that we can all focus on identifying and removing any barriers to equal employment and progression within our organisations and the sector as a whole. Anyone who has worked in the sector for some time knows how challenging it can be to bring about change in the world. Sometimes, bringing about changes internally can be just as difficult. Yet so many organisations have proven time and again their desire to continually improve not just the world around them, but also themselves. This is why I am grateful for tools like this benchmarking study which allow us to identify instances of best practice, learn from each other and grow as a community. Sir Stuart Etherington Chief Executive National Council for Voluntary Organisations 1

4 CONTENTS FOREWORD INTRODUCTION WHY PARTICIPATE IN PEOPLE COUNT? KEY FINDINGS MEASURES LIST OF MEASURES GENERAL INFORMATION LEARNING AND DEVELOPMENT PERFORMANCE MANAGEMENT GOOD PRACTICE ANNEX A: DEFINITION OF MEASURES ANNEX B: METHODOLOGY AND SAMPLE

5 1 INTRODUCTION People Count Third 2017 This report People Count Third 2017: Volume 2.3 Learning and Development and Performance Management is based on findings from the People Count Third 2017 Benchmarking Study. People Count is a Human Resource benchmarking study specifically tailored to the needs of the UK Third. The study involved benchmarking the HR processes of 67 Third organisations in the UK (Annex B sets out the list of participants). The study was undertaken by Agenda Consulting in partnership with the Association of Mental Health Providers, the Charities HR Network, CHS Alliance, Hospice UK, the National Council for Voluntary Organisations, the National Union of Students and Voluntary Organisations Disability Group. The aim is to build a picture of the HR management processes of Third organisations in the UK to enable participants to compare their performance with each other and to pinpoint their strengths and areas for development. Information in the study corresponds to activities and resources in the most recent complete financial year for which organisations have the required information; in most cases, this will be the financial year This report focuses on measures from the People Count Third 2017 study relating to learning and development and performance management. The report is organised into the following chapters: Chapter 2 Why Participate in People Count? describes the benefits of participating in the study as experienced by previous participants Chapter 3 Key Findings: sets out the key findings from the study on the topic of learning and development and performance management. Chapter 4 Measures: sets out, for each numerical measure, a detailed results table. The good practice section sets out the initiatives that participants have taken in the last year. Annex A Definitions of Measures: sets out the formulae used to calculate each measure in the report. Publications in the People Count Third 2017 study The following publications are available from our website: Volume 2.1 Composition of Workforce and Diversity Volume 2.2 Recruitment, Selection and Retention Volume 2.3 Learning and Development and Performance Management Volume 2.4 Absence Management Volume 2.5 Employee Relations and Reward Strategy Volume 2.6 The HR Function Annex B Methodology and Sample: describes the sample in detail and the way in which we have analysed and presented the data. 3

6 2 WHY PARTICIPATE IN PEOPLE COUNT? W e hope that you find this report valuable and that it provides you with useful benchmarking information against which to compare your own organisation. If so, we encourage your organisation to participate in the People Count Study in the future, which involves completing the Study questionnaire in respect to your own organisation. Participating in the People Count Study itself is by far the best way to gain the most benefit, both in the quality and breadth of the information you receive and cost effectiveness. In short, you pay less and get far, far more. By taking part your organisation enjoys a significant number of benefits which are not available to non-participants: Wide Reports every report containing the sector-wide results from all participants in the study is included. Your Own Organisation Scorecard a detailed comparison of your organisation s performance against your chosen peers on all measures in the study. Access to a suite of online tools to examine your performance in more detail and illustrate your performance graphically. Ability to track your performance over time. One-to-One Telephone Consultation with one of our team to help get the most out of the reports. Access to Contacts from each participating organisation to share information and best practice. Invitation to a Results Conference and Product Training providing the opportunity to learn more about using all the reports effectively and to network with colleagues from other participating organisations. To find out more about the study and how to participate, go to contact caroline.oates@agendaconsulting.co.uk or call Agenda Consulting on

7 3 KEY FINDINGS In this section we set out some of the key findings in relation to the learning and development and performance management. These key findings do not cover all of the measures in these topics. Please see sections 4.1 to 4.4 for the full detailed statistics tables for all measures and section 4.5 for the good practice material. Learning and Development The median spend on learning and development for each employee per year is 359, slightly more than the 2016 figure ( 334) (table 6.3). The average number of off-the-job learning and development days per employee per year is 3- higher than the 2016 figure (2) but lower than the UK average of 4 days (CIPD, 2013) (table 6.5). On average, 87% of employees have up-to-date training needs assessments. This is slightly lower than both the 2016 figure (92%) and the 2015 figure (table 6.6). 30% of respondents are accredited to the Investors in People standard and 3% are accredited to Investors in Diversity, this is a noticeable drop from 2016 (9%) (tables 6.8 and 6.8.1). 44% of respondents have signed the Disability Two Ticks Charter and 16% of respondents have signed the Mindful Employer Charter, more than double 2016 (7%) (tables and 6.8.3). Corporate induction programmes for new employees are in place in 95% of respondent organisations. For 95% of these, the corporate induction programme is compulsory (tables 6.15 and 6.16). A median of 80% of respondents employees have undergone their induction within three months of joining and 100% within six months (tables ). Just 30% of respondents carry out systematic career planning, but this is higher than 2016 (table 6.12). Performance Management Appraisal processes on average cover 90% of employees (table 7.2). For 91% of respondents, individual appraisal and performance goals are linked to organisational objectives (table 7.1). For 78% of respondents, the line manager has responsibility for the appraisal process, with HR playing an advisory role (table 7.3). Employees typically meet their line manager to discuss performance ten times a year a rise from 2016 s median of 8 times a year. One quarter of respondents report that such meetings occur at least once a month (table 7.4). 5

8 4 MEASURES This section sets out the detailed statistics tables for all measures in the composition of workforce and diversity topic as well as some general information about the sample. Where the measure is numerical, a standard format has been applied. The columns used are: responses: this is the number of organisations that answered the relevant questions, as not all of the 67 participating organisations answered each question. 10%: this is the value below which 10% of the distribution lies. is the value below which 25% of the distribution lies, or, equivalently, above which 75% of the sample lies. is the value below which and above which 50% of the distribution lies. is the value below which 75% of the distribution lies, or, equivalently, above which 25% of the sample lies. 90%: this is the value below which 90% of the distribution lies. Where the measure is multi choice e.g. Yes/No, we have reported the percentage of participants with each answer. The statistics are calculated for the following rows in each table: Whole sample: based on the answers from all participants. Under 100: based on the answers from those participants with less than 100 employees : participants with employees : participants with employees ,000: participants with 501-1,000 employees. Over 1,000: participants with over 1,000 employees. s: based on answers from those participants that work in specific sectors. Participants could choose up to three sectors to describe their work. In some cases, percentages may not add up to 100 due to differences in rounding. Measures with fewer than 5 responses are not shown in this report. Similarly, in each table, rows for which there were fewer than 5 responses have been taken out of this report. 6

9 4.1 LIST OF MEASURES Table 1.1 Total income of organisation ( million) Table 1.2 Total expenditure of organisation ( million) Table 1.3 Organisational paybill ( million) Table 1.4 Organisational paybill as a percentage of expenditure (%) Table Average salary per employee (FTE) ( ) Table Analysis of the number of participants by size Table Analysis of the number of participants and percentage of the total for each sector Table 1.6 Location of head office (percentage of respondents for each size/sector) Table 1.7 Nations/regions from which staff are employed (percentage of respondents) Table 6.1 Total spend on learning and development ( thousand) Table 6.2 External spend on learning and development as a percentage of total learning and development spend (%) Table 6.3 Total spend on learning and development per employee (headcount) ( ) Table Total spend on learning and development as a percentage of organisation salary bill (%) Table Do you measure the return on investment for some or all of your spend on learning and development Table 6.5 Average number of off-the-job learning and development days per employee Table 6.6 Percentage of employees with up-to-date learning and development needs assessments (%) Table 6.8 Are you accredited to Investors in People? Table Are you accredited to Investors in Diversity? Table Has your organisation signed the Disability Two Ticks Charter? Table Has your organisation signed the Mindful Employer Charter? Table 6.12 Do you undertake systematic career planning for employees? Table 6.15 Do you have a corporate induction programme for new employees? Table 6.16 Is your corporate induction programme compulsory for all new employees? Table 6.17 Percentage of employees who have completed the corporate induction programme within 3 months of joining (%) Table 6.18 Percentage of employees who have completed the corporate induction programme within 6 months of joining (%) Table 6.19 Percentage of employees who have completed the corporate induction programme within 12 months of joining (%) Table 6.20 off-the-job training days in corporate induction programme Table 6.40 Learning methods: participation in action learning sets - management employees (%) Table 6.41 Learning methods: participation in action learning sets - non-management employees (%) Table 6.42 Learning methods: academic course support - management employees (%) Table 6.43 Learning methods: academic course support - non-management employees (%)27 7

10 Table 6.44 Learning methods: courses run externally - management employees (%) Table 6.45 Learning methods: courses run externally - non-management employees (%).. 28 Table 6.46 Learning methods: courses run internally - management employees (%) Table 6.47 Learning methods: courses run internally - non-management employees (%) Table 6.48 Learning methods: distance learning - management employees (%) Table 6.49 Learning methods: distance learning - non-management employees (%) Table 6.50 Learning methods: E-learning - management employees (%) Table 6.51 Learning methods: E-learning - non-management employees (%) Table 6.52 Learning methods: Leadership development - management employees (%) Table 6.53 Learning methods: Leadership development - non-management employees (%)32 Table 6.54 Learning methods: Management development - management employees (%).. 33 Table 6.55 Learning methods: Management development - non-management employees (%) Table 6.56 Learning methods: Internal secondments - management employees (%) Table 6.57 Learning methods: Internal secondments - non-management employees (%) Table 6.58 Learning methods: External secondments - management employees (%) Table 6.59 Learning methods: External secondments - non-management employees (%).. 35 Table 6.60 Learning methods: Shadowing - management employees (%) Table 6.61 Learning methods: Shadowing - non-management employees (%) Table 6.62 Learning methods: Taking on additional responsibilities - management employees (%) Table 6.63 Learning methods: Taking on additional responsibilities - non-management employees (%) Table 6.64 Use of coaching: coaching by line manager - management employees (%) Table 6.65 Use of coaching: coaching by line manager - non-management employees (%) 38 Table 6.66 Use of coaching: coaching by internal coach (not by line manager) - management employees (%) Table 6.67 Use of coaching: coaching by internal coach (not by line manager) - nonmanagement employees (%) Table 6.68 Use of coaching: coaching by external coach - management employees (%) Table 6.69 Use of coaching: coaching by external coach - non-management employees (%)40 Table 6.71 Average number of hours spent completing mandatory e-learning courses per employee per year (hours) Table 6.72 e-learning courses available to staff which are mandatory for all staff41 Table 6.73 e-learning courses available to staff which are discretionary Table 6.74 Total number of e-learning courses available to staff Table 7.1 Are individual appraisal and performance goals linked to organisational objectives? Table 7.2 Percentage of employees who received a formal appraisal last year (%) Table 7.3 Responsibility for appraisal Table 7.4 times per year that employees typically meet with their line manager to discuss performance Table 7.5 Appraisal methods: percentage of employees using written self-appraisal (%)

11 Table 7.6 Appraisal methods: percentage of employees using written feedback from outside the organisation (%) Table 7.7 Appraisal methods: percentage of employees using quantitative measures and targets (%) 46 Table 7.8 Appraisal methods: percentage of employees using competencies (%) Table 7.9 Appraisal methods: percentage of employees using 360 degree appraisal (%) Table 7.10 Do you provide training for those undertaking appraisal?

12 4.2 GENERAL INFORMATION Table 1.1 Total income of organisation ( million) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Table 1.2 Total expenditure of organisation ( million) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

13 Table 1.3 Organisational paybill ( million) Cost of salary, overtime and bonus for all employees excluding employer's NI and pension Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Table 1.4 Organisational paybill as a percentage of expenditure (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

14 Table Average salary per employee (FTE) ( ) Whole Sample 67 22,955 25,894 29,861 37,565 44,889 Under ,818 29,338 35,757 40,135 48, ,314 28,448 31,708 42,378 47, ,035 25,729 37,270 38,208 39, ,857 26,788 29,087 32,483 34,756 Over ,085 23,806 25,650 29,593 35,027 Children/Young People 12 27,751 27,779 29,223 37,443 38,225 Education/ Training 8 21,749 24,508 27,498 33,653 47,957 Elderly/Old people 5 26,738 27,778 32,641 33,029 37,177 Grant making 5 28,716 30,965 35,757 39,617 48,721 Health care/medical research 13 26,432 29,338 30,775 37,879 49,257 Hospice 5 26,112 27,984 29,841 30,023 34,736 Housing 8 25,580 25,740 29,618 33,947 38,247 International development 10 25,920 37,443 38,246 46,724 51,881 Mental Health 8 22,474 24,710 27,506 29,953 32,192 People with disabilities 23 22,114 25,394 27,233 30,638 32,951 Social care 25 21,641 24,381 27,233 30,965 32,931 Other 8 26,366 28,786 34,586 44,064 47,957 Table Analysis of the number of participants by size % of Whole Whole Sample Under Over

15 Table Analysis of the number of participants and percentage of the total for each sector al analysis: please note percentages will not add up to 100 because each organisation can choose up to three sectors % of Whole Whole Sample Animal Welfare 1 1 Arts/Culture 0 Children/Young People Civil rights/citizenship/law and Order 1 1 Economic/Community development/employment 3 4 Education/ Training 8 12 Elderly/Old people 5 7 Environment/Conservation 4 6 Grant making 5 7 Health care/medical research Heritage 0 Hospice 5 7 Housing 8 12 International development Mental Health 8 12 People of a particular ethnic or racial origin 1 1 People with disabilities Religious/Missionary 2 3 Social care Sport/Recreation 1 1 Students' Union 0 Umbrella body/trade association 3 4 Other

16 Table 1.6 Location of head office (percentage of respondents for each size/sector) Whole Sample Scotland (%) Wales (%) N. Ireland (%) London (%) South East (%) East of England (%) Under Over Scotland (%) Wales (%) N. Ireland (%) London (%) South East (%) East of England (%) Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Whole Sample East Midlands (%) West Midlands (%) South West (%) Yorkshire and Humberside (%) North East (%) North West (%) Overseas (%) Under Over

17 East Midlands (%) West Midlands (%) South West (%) Yorkshire and Humberside (%) North East (%) North West (%) Overseas (%) Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other Table 1.7 Nations/regions from which staff are employed (percentage of respondents) Scotland (%) Wales (%) N. Ireland (%) London (%) South East (%) East of England (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

18 East Midlands (%) West Midlands (%) South West (%) Yorkshire and Humberside (%) North East (%) North West (%) Overseas (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Hospice Housing International development Mental Health People with disabilities Social care Other

19 4.3 LEARNING AND DEVELOPMENT Table 6.1 Total spend on learning and development ( thousand) Spend on external learning and development plus the cost of staff whose main role is learning and development delivery and coordination Whole Sample Under Over Children/Young People Education/ Training Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 6.2 External spend on learning and development as a percentage of total learning and development spend (%) Whole Sample Under Over Children/Young People Education/ Training Health care/medical research Housing International development Mental Health People with disabilities Social care Other

20 Table 6.3 Total spend on learning and development per employee (headcount) ( ) Whole Sample Under , Over Children/Young People ,300 Education/ Training Health care/medical research ,141 Housing International development ,305 Mental Health People with disabilities Social care Other Table Total spend on learning and development as a percentage of organisation salary bill (%) Whole Sample Under Over Children/Young People Education/ Training Health care/medical research Housing International development Mental Health People with disabilities Social care Other

21 Table Do you measure the return on investment for some or all of your spend on learning and development Yes (%) No (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 6.5 Average number of off-the-job learning and development days per employee Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other

22 Table 6.6 Percentage of employees with up-to-date learning and development needs assessments (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 6.8 Are you accredited to Investors in People? Yes (%) No (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other

23 Table Are you accredited to Investors in Diversity? Yes (%) No (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table Has your organisation signed the Disability Two Ticks Charter? Yes (%) No (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other

24 Table Has your organisation signed the Mindful Employer Charter? Yes (%) No (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 6.12 Do you undertake systematic career planning for employees? Yes (%) No (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other

25 Table 6.15 Do you have a corporate induction programme for new employees? Yes (%) No (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 6.16 Is your corporate induction programme compulsory for all new employees? Yes (%) No (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Grant making Health care/medical research Housing International development Mental Health People with disabilities Social care Other

26 Table 6.17 Percentage of employees who have completed the corporate induction programme within 3 months of joining (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Table 6.18 Percentage of employees who have completed the corporate induction programme within 6 months of joining (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care

27 Table 6.19 Percentage of employees who have completed the corporate induction programme within 12 months of joining (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Table 6.20 off-the-job training days in corporate induction programme Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other

28 Table 6.40 Learning methods: participation in action learning sets - management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Table 6.41 Learning methods: participation in action learning sets - non-management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care

29 Table 6.42 Learning methods: academic course support - management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Table 6.43 Learning methods: academic course support - non-management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care

30 Table 6.44 Learning methods: courses run externally - management employees (%) Whole Sample Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Table 6.45 Learning methods: courses run externally - non-management employees (%) Whole Sample Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care

31 Table 6.46 Learning methods: courses run internally - management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Table 6.47 Learning methods: courses run internally - non-management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care

32 Table 6.48 Learning methods: distance learning - management employees (%) Whole Sample Over Children/Young People Elderly/Old people Health care/medical research Housing Mental Health People with disabilities Social care Table 6.49 Learning methods: distance learning - non-management employees (%) Whole Sample Over Children/Young People Elderly/Old people Health care/medical research Housing Mental Health People with disabilities Social care

33 Table 6.50 Learning methods: E-learning - management employees (%) Whole Sample Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Table 6.51 Learning methods: E-learning - non-management employees (%) Whole Sample Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care

34 Table 6.52 Learning methods: Leadership development - management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 6.53 Learning methods: Leadership development - non-management employees (%) Whole Sample Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other

35 Table 6.54 Learning methods: Management development - management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other Table 6.55 Learning methods: Management development - non-management employees (%) Whole Sample Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Other

36 Table 6.56 Learning methods: Internal secondments - management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care Table 6.57 Learning methods: Internal secondments - non-management employees (%) Whole Sample Under Over Children/Young People Education/ Training Elderly/Old people Health care/medical research Housing International development Mental Health People with disabilities Social care