Learning and development policy

Policy overview

Purpose

We are committed to developing our employees. We aim to help them to:  

• develop their potential
• increase personal growth and performance
• provide good quality services to the people of Lincolnshire
• provide value for money services to the people of Lincolnshire

We recognise that new ways of working are continually developing.  To deliver high levels of services we are committed to learning and development.

Principles

This policy aims to ensure we maximise the organisational capacity, performance and resilience. 

We aim to deliver our objectives through people, which means:

• developing the right skills to deliver our priorities to agreed standards
• ensuring all employees feel valued and trusted 
• supporting all employees to do their job well
• working as one council to provide effective and efficient services
• promoting the mental well-being of our people
• supporting managers to develop a positive leadership style that shows our culture and values
• helping employees to identify and meet their job-related development needs 
• employees agreeing to personal development plans with managers to
  • identify areas of improvement
  • discuss current and future performance
• recognising the economic climate we are operating in   
• considering the quality and cost of any learning opportunity
• exploring the option to use Apprenticeship Levy funding
• making fair and consistent decisions relating to learning and development
• providing equality of opportunity for all employees

Methods of learning and development 

We vary our learning and development methods depending on: 

• the use and circumstances
• individual and organisational needs
• finances

Methods include, but are not limited to:

• on-the-job coaching, mentoring and training
• secondments, appraisals and inductions
• off-the-job learning events, seminars and workshops run in-house
• off-the-job learning events, seminars and workshops run externally
• digital learning
• vocational and academic qualifications including apprenticeships
• open and flexible learning programmes
• guided reading
• projects, shadowing and workplace visits

Employee induction

We believe that induction is a critical element in welcoming all employees. It is a vital part of the 'on-boarding' process.

It helps you to understand the organisation. It outlines how we operate, as well as what we expect of employees. 

Induction is to start on the first day of employment. It informs employees about:

• our culture, values and ways of working 
• the scope of the job
• the team and the service area they are part of
• helping them settle into their post
• information on policies, procedures and rules
• motivation and enthuses them to achieve aims and objectives 
• our vision and values as an organisation
• laying a good foundation for future communication between the manager, the team and the new team member
• understanding the role of other service areas and the roles of their colleagues
• providing a realistic timescale for them to complete their induction 
• arranging regular reviews with their manager (probationary period)

All employees will take part in our corporate employee induction. They will also have a local service area induction led by their manager.

Corporate employee induction programme

The corporate employee induction programme is mandatory for all new employees. It may be relevant for employees transferring to recent posts. It comprises:

Corporate induction welcome guide

The guide provides new employees will all the necessary information about our structure, purpose and values. It also provides practical information to help employees settle into their new role. 

Digital learning

Digital resources are to help employees gain knowledge of our policies and procedures. This is available through Lincs2Learn, our learning management system and includes mandatory learning which is a requirement of the induction process.

Local service area induction

We carry out a service-specific induction with all new employees. This includes an introduction to the team and the service area. It provides relevant information to help employees integrate.

If an employee transfers to a different service area, they will need a service induction. They will receive a new job description and the expectations of their performance. We will:

• confirm any changes in terms and conditions
• explain any new health and safety measures
• encourage all employees to ask questions during their induction

Employees will have a post-induction meeting with their manager. They will have the opportunity to identify any further needs. 

Both the corporate employee induction programme and local service area induction will cover: 

• health and safety
• conduct
• performance and development appraisal
• employee benefits and terms and conditions
• ways of working
• diversity and inclusion
• LCC vision, values and culture
• safeguarding children, young people and adults
• information assurance

Secondment

Secondment is the temporary transfer to other duties. The project or the employee can be internal or external to the council. 

The duties or projects covered by a secondment will have an exact end date. The secondment agreement defines and agrees on this end date. All parties involved sign this agreement.  

The general maximum period of secondment is 12 months. Each service area is responsible for monitoring secondments.

Managers may consider extending the period of secondment. This ensures that we use the best skills and experience available to us. It can also continue an individual's development too.

Types of secondment

• internal secondments (sideways moves) - this is a move to a post of the same grade in another service area
• internal secondments (promotions) - this is a move to a higher grade 
• external or outgoings secondments (to partner organisations) - we remain as the employer and employees continue to be subject to our policies
• incoming secondments (from partner organisations) - we are the host, not the employer

If employees wish to apply for a secondment, they need their manager's approval. 

We consider an application in light of: 

• service needs
• the benefit to the employee 
• the existing team 
• the new team  
• the broader benefit to us as an organisation

If the payment of the secondment is different from an employee's usual pay, they will earn the new post's wage.

The terms of the secondment will be agreed by the employee, their manager (where their current job is) and the receiving manager.

We may need to replace the employee's original position. This will be on a secondment, temporary or fixed-term contract basis.

Secondment to permanent post

If it becomes possible to fill a secondment permanently, any employees on the 'at risk' register will have prior consideration. This is in line with the redeployment policy.  

If there are no such employees, we may offer the secondee a permanent contract when:  

• they have been seconded to the role for a minimum of six months 
• they have successfully completed a probationary period with us, if recruited specifically for this role
• the possibility of it becoming permanent was made clear during the recruitment process, where this could be foreseen at this point  

Where more than one employee meets these criteria, a shortened recruitment process of expressions of interest followed by a selection process will be followed.

If the post-holder does not meet the above criteria, we will advertise the post in line with our normal recruitment procedures. The manager will meet with the post-holder to inform them that we will advertise the post. If they are subsequently unsuccessful at interview, we will discuss a return to the post-holder’s substantive post.

Coaching and mentoring

We encourage line managers to provide coaching and mentoring. This is for staff undergoing learning and development. 

Managers will share the skills and knowledge of experienced staff members with new employees. This enables learning across the team.

Coaching is a process where a coach supports an individual. 

A coach works with an employee to understand what they want to achieve. By using tools and techniques, the coach will support them towards their goal. 

Coaching is accessible through our coaching pool.  We determine whether to invest in coaching support for individuals. 

Mentoring is when a person acts as a role model. They then support the employee if they want to develop. 

Mentors are from within the organisation. Mentors share their experience, knowledge and insight, to support others.

All of our managers are encouraged to adopt a coaching style in leadership.

Our managers adopt this style to encourage employees to resolve any challenges. This is a way of supporting personal development for everyone.

Apprenticeships

We want to develop the skills and knowledge of our existing employees. 

As part of this commitment, we provide apprenticeship programmes. These are across the organisation. 

Our apprenticeship policy provides further detail of our approach.

Employee appraisals

We will agree on development plans with employees through discussion. This is a part of the performance and development appraisal process. 

We will identify and agree on learning and development needs.

Mandatory learning for employees

Due to statutory and legal requirements, it is important that all employees complete their mandatory learning within set time periods.

The following table sets out the roles and the level of responsibility for mandatory learning to ensure we remain compliant.

Mandatory learning for all employees

Everyone needs to carry out the following learning to ensure we are running safely and efficiently.

It ensures compliance with our policies and procedures, government guidelines and statutory obligations.

The following list of mandatory learning shows the completion frequency.  If required, service areas will notify employees by when they must complete the learning, for example, within the first three months of the financial year.

In addition, service areas will notify employees if further service area specific training applies.

Mandatory learning for managers, team leaders and supervisors

In addition to the above corporate mandatory all team leaders, supervisors and managers with line managing responsibilities are required to undertake the following:

Right to request time off for learning

Employees have a statutory right to request time off for learning. This right is for learning that supports their job role. 

The aim is to improve their effectiveness in their role. In turn, this improves the overall performance of the organisation. 

Requests may occur once every 12 months. 

It is our policy to consider requests about learning. This policy does not apply to casual or agency workers.

To request for time off for learning, employees must write to their manager. Requests must include the following:

• the dates of the learning event
• the subject matter of the study or learning
• where and when the learning will take place 
• the name of the organisation providing the learning
• the name of the qualification, if appropriate
• why employees think the learning will support their performance
• the date of any previous requests made, even if unapproved

Considering a request

We will respond within 28 days of receiving a request. 

Your manager may arrange to hold a meeting with you to discuss the request. 

Employees have the right to bring a colleague or trade union representative to the meeting. Employees can ask for a rescheduling of the meeting for up to five days. This is if they, or their companion, are not available for the meeting. 

After the meeting, your manager will confirm our decision in writing. This will be within 14 days of holding the meeting. 

In some circumstances, we may need more time to consider the request. We will explain the reason for this.

Declining a request

We may deny the request for time off for learning in the following circumstances:

• the learning will not benefit us
• we cannot approve the learning's additional costs 
• the time taken for the learning would harm clients' needs
• we cannot reorganise work amongst other employees
• granting the time off would damage the quality and business performance
• the time-off conflicts with planned business activities

Right of appeal

If we refuse an employee's request, they have the right to appeal. They must submit an appeal within 14 days of the decision. 

The appeal must: 

• be in writing and dated 
• be sent to their manager's manager
• set out the grounds for the appeal 

We will arrange an appeal meeting within 14 days of receiving the appeal. Employees can have someone accompany them to the meeting. 

The manager will consider the case and confirm their decision within 14 days of the meeting.  

Approval of time off

If we authorise it, time off for learning is typically unpaid. 

If we grant time off for learning, employees must inform their manager if they:

• do not start the agreed learning
• do not finish the learning
• undertake a different course or plan to do another course

Course fees

We may reimburse fees and expenses for learning in approved cases. 

Before granting leave or financial assistance, we may require a guarantee of service. This is an agreement to remain in the employment of the council. It will be for a specific period after the completion of learning. 

For leave and pay arrangements, a 'learning event' is:

• a seminar or conference
• a workshop
• a tutorial
• a webinar
• a study course, requiring day release to attend college  
• attendance at meetings or reviews, if integral to the course syllabus
• attendance at examinations
• attendance at graduation or presentation awards, on completion of a course of study

We may provide time off for learning events with pay. We will pay total regular earnings to attend the courses.

Employees will need to agree on the number of days required for the study with their manager. The number of days will follow the requirements for the study. 

We will require the completion of a work-related qualification agreement.

Some study requires employees to pass exams to move to the next stage. They will be required to comply with this to continue with the support from us. 

Employees must make progress with their study. If we fund or part-fund the course, managers will hold regular meetings with employees. This is to monitor progress and provide support. 

If it appears that an employee is not progressing as expected, we may withdraw support. We may require repayment of course fees.

If an employee is unsuccessful in their first attempt at obtaining an approved qualification, they may have a second attempt. They will need to show that they made reasonable progress during the first attempt. 

We are committed to supporting employees through study and learning. This includes doing re-takes or considering additional time for study. 

A second attempt will be at the employee's own expense. 

At times, attendance may require additional time to the typical standard day. The actual time taken that an employee can claim is up to the maximum working day (12 hours). 

Employees may claim more than 12 hours if their day exceeds the maximum working day. This may occur due to meetings, conferences or seminars that require early starts or late finishes.  

Employees must have prior agreement from their manager.  

If the course takes place, or in part takes place, outside of regular working hours. Managers will agree to:

• work during the agreed working hours and claims for Time Off In Lieu (TOIL)
• attendance for a standard day and claims for a typical working day

If we approve paid leave, attendance at an event is attendance 'on duty'. 

This applies to part-time employees and those on shift work.

Employees must report an absence from learning due to sickness. If necessary, they will need certification. 

If employees do not report this absence, we will record it as an unauthorised absence. 

There is no automatic allowance of pay for time off for learning events over the weekend. If an employee's average working week includes a weekend, the standard entitlements will apply. Employees should discuss any exceptions to this with their managers.

We may require a refund of all or part of the financial assistance if an employee: 

• fails to sit for an exam within a reasonable period
• fails to show progress in your studies
• discontinues the course
• leaves our employment within two years of completing the learning activity

Refunds will be in accordance with the overpayment recovery process.

Digital learning and study leave

We will allow time, within working hours, for the completion of any mandatory digital or blended learning. Some courses require digital learning before the course begins. Managers will aim to aid the completion of this.

Best practice digital learning which is not mandatory, but is beneficial, may occur within working hours. We will identify this in a performance and development appraisal. Employees will agree best practice learning with managers.

If digital learning cannot take place within working hours, employees can do it at home.

Study leave

If employees are doing qualifications funded by us, we will agree to paid time off to attend the place of study. 

Details of this are in our Work-related Qualification Agreement. 

In addition to time off to attend, some qualifications require periods of study leave. Employees can request a study leave if preparing for exams. Their manager must agree to their leave.

Study leave for revision is allowed during the two weeks before the exams. Study leave covers the duration of the exams. This applies to first attempts only. 

Line managers will determine an employee's study leave, taking all relevant factors into account.

Books and study material

If employees need specific books for study, we will purchase them. This will happen if there is no copy available in the service area. Employees must first check if it is available from a library. 

Once the study is complete, these resources are council property. They will remain in the service area. 

If employees wish to keep the book, they can buy it from us at the original price.

Reimbursement of professional subscriptions 

We will pay for subscription costs for membership of a national, regional or area professional organisation. It must have a direct benefit to council work. 

Managers must approve any such cost in advance. Employees should check that the subscription qualifies with their manager first.  We do not pay subscription costs where we do not support membership.

When we approve a subscription, employees must submit the invoice to their manager. This is for the council to pay directly. 

Membership of the organisation must be of benefit to the council:

• as a requirement of the job
• or, by providing an employee with up-to-date information of use in your role

We will not pay for individual employee subscriptions to associations of which we are already a member. We will allow exceptions where individual membership provides employees with job-related information not available through our membership. 

Employees should check if we are a corporate member of the organisation first. We may be able to get a reduction in fees.

The organisation must not be political or a Trade Union. It must not be a part of the improvement of pay, status and conditions of service of its members.  

We do not approve membership fees for more than one association. This is unless the duties of a post span more than one discipline. In this case, there may be a need to gain membership of two associations.  We will consider the availability of advice from other professional sources.

We do not cover subscriptions costs when our financial burden is excessive. 

Cancellation or non-attendance of learning events

It is an inconvenience and incurs cost when participants fail to attend learning events. This is for both internal and external events. 

Employees must give at least three working days' notice of cancellation. This allows their place to be allocated to another employee.

Without a valid reason, we will charge a late cancellation fee to the service area. For internal events we will not charge due to:

• family emergency
• illness
• the team needing critical or essential cover
• technical issues, for example, poor internet connection or equipment failure
• transport difficulties at short notice

We are not in control of charges for cancellation of external learning events. The service area will pay the cancellation charges incurred.