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| 1 | Training planning driven by organisational objectives | We do not have a training and development plan. There is no formal process by which we link our training and development activity to individual or organisational goals | We consult informally with staff to identify and plan the training and development activities which will help them achieve their individual goals | We identify training and development needs and plan activity in line with the needs of the whole business or individual departments, at regular intervals | We create business and training and development plans ensuring that they are interlinked. Business progress and training and development support are reviewed at regular intervals and plans are updated accordingly. Appropriate resources are allocated for training and development in all areas |
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| 2 | Ensuring new staff are equipped to contribute | We do not provide any form of induction training | We have an informal approach to induction | All staff are offered timely induction specific to their needs to ensure they understand the company, their contribution to the company’s success and their contribution to/fit within the industry | Every new member of staff participates in a timely, structured induction programme which gives them a clear understanding of the company, their contribution to the company’s success and their contribution to/fit within the industry. Evaluation is through new joiner feedback, performance and short-term turnover. Appropriate induction is arranged for staff who change jobs within the company |
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| 3 | Maintaining appropriate individual performance review process | We do not conduct individual performance reviews | We conduct individual performance reviews informally on an ad hoc basis to identify training and development needs. Training activity may follow | We conduct regular individual performance reviews that identify training and development needs, take action to meet identified needs and confirm its effectiveness with the individual | We conduct regular individual performance reviews, encouraging at least bi-annual reviews that identify training and development needs. We take appropriate action to make sure needs are met and measure the impact of the action on individual and business performance |
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| 4 | Meeting training needs through on-job training and development | Staff do not participate in training and development activities on-job | On-job training and development is conducted informally to equip people to perform in their current role. We do not evaluate on-job training and development | Structured on-job training and development is conducted to equip people to perform in their current role. We offer opportunities to develop the skills required to meet future business needs and/or roles. Training is evaluated against expected personal outcomes jointly by the individual and their manager | There is a range of structured opportunities for on-job training to equip people to perform in their current roles. We offer opportunities to develop the skills required to meet future business needs and/or roles. Training is evaluated against expected personal outcomes jointly by the individual and their manager. The impact of training and development on staff turnover, skills needs and overall business performance is measured regularly |
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| 5 | Meeting training needs through off-job training provision | We do not release our staff from their day-to-day role to attend in-house or external off-job training | We provide access to some off-job training to address specific skills. We do not evaluate its effectiveness | We ensure staff gain access to necessary off-job training. We require feedback on content and delivery of all off-job training | We are committed to ensuring that each member of staff has access to relevant off-job training and development opportunities. Staff members and managers agree and feedback on the impact and value to the business of the development received |
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| 6 | Communication with staff which supports the creation of a development culture | We do not communicate with staff about training and development. Staff are not aware whether training and development is available. There is nowhere for staff to access information on training and development opportunities | Staff receive information about training opportunities on an ad-hoc and informal basis | Staff understand the competencies required to perform their roles effectively, and know about the interventions available to help them develop those competencies within and beyond the organisation | Training and development opportunities are available to all and we communicate these to staff. Leaders promote training and development in our organisation and are active in communicating opportunities that are available to all |
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| | | No provision | Base provision | Medium provision | High provision |
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| 7 | Evaluation systems | We do not evaluate the impact of training and development on individual or organisational performance | We undertake some informal evaluation of the impact of training and development on individual performance | We evaluate training and development activities using a structured evaluation methodology to determine whether people’s knowledge, skills and performance have improved | We evaluate training and development activities at individual level and at regular intervals review the impact they have on business performance, adjusting our plans for future training and development accordingly. We use a structured evaluation methodology |
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