Learning and Development Policy Guide

Learning and development (L&D) is a term that encompasses everything a company does to foster its employees’ career growth, from professional to interpersonal skill acquisition. Historically, many organisations have conceived of L&D as formal training courses employees complete during working hours. Today, learning and development is expansive in the variety and choice of content and formats available for individuals to undertake, from participating in webinars and further education, through to everyday engagement with others online.

Learning and development is not just valuable for employee growth; it contributes to business success as well. For employers, taking a proactive and structured approach to L&D at work will ensure you optimise workforce potential and the investment you make.

 

Benefits of workplace learning and development

 

Learning and development is the best way to attract new talent and retain your existing employees by providing them with continuous opportunities for professional development. When done right, L&D can also help you boost employee engagement and job satisfaction, develop leaders within your company, promote a values-based culture, and control hiring and onboarding expenses.

Companies that provide great learning and development opportunities find it easier to attract and retain talent than companies that don’t. When employees learn new skills and discover new opportunities in their workplace, they feel the company is interested in helping them grow and are motivated to stay.

Besides, hiring new employees is expensive both in terms of time and money. Learning and development programmes can help save precious resources by catering to employee development and lowering turnover.

 

Address specific skill gaps

When employees don’t receive necessary or relevant training, this can create skill gaps. It can frustrate and demotivate employees who aren’t able to excel at their jobs. That’s where learning and development interventions can fill these gaps.

A training needs analysis—where L&D assesses current performance and business objectives to determine which courses they need to prioritise—helps identify and address specific skill gaps.

For example, a product manager who’s transitioned into a sales role would benefit from training in prospecting and active listening to be successful in her new position. L&D can address this specific need with a tailored course to help develop these skills. They can then reuse the course when another employee makes a similar transition in the future.

 

Develop leaders within your company

Learning and development programmes can support employees as they move into managerial and leadership positions. Advancing the careers of existing employees—who are familiar with your business objectives and invested in your company’s success—can be more beneficial than searching for new, external candidates.

Especially in current work environments with flat structures and increased collaboration, interpersonal and mentoring skills are crucial for future leaders. Help them improve the necessary mix of technical and interpersonal skills with L&D opportunities.

 

Increase employee satisfaction

Research shows learning and development programmes that reskill employees significantly improve employee satisfaction.

Especially in a turbulent work environment characterised by swift and sudden changes, reskilling employees is critical because they need skills to adapt to automation and new technology. When people feel confident in their ability to navigate changes, it gives them a sense of fulfillment and satisfaction in their work.

 

Reinforce organisational values

L&D isn’t just about developing the core skills people need to excel in their roles–training programmes can be curated to offer content that supports company values and culture.

For example, if an organisation values teamwork, humility, and having a growth mindset, it can create content on specific codes of conduct that show employees how they can embody those values in the workplace.

This is an often-ignored area of L&D but one with great potential. In a survey of nearly 100 HR professionals, a majority of respondents said that less than 40% of employees could recite the core values of their companies. If employees don’t even know their company’s core values, they can’t apply them, and it negatively impacts employee experience.

 

Give your business a competitive advantage

The businesses that focused on maximising human potential as a strategic priority made it to Fortune’s list of 100 hottest workplaces. Your employees are the biggest drivers of organisational success. When well-equipped to do their jobs, they can solve problems and innovate more quickly. Both give businesses a competitive advantage.

A learning organisation that focuses on continuous development is the key that unlocks this possibility.

 

How to write a learning and development policy

 

A good first step is to develop a learning and development policy, setting out the ways your organisation supports staff to learn and develop. It’s not essential, but it helps you take a strategic and fair approach to learning and development.

An effective learning and development policy could include the following:

 

1. Principles

 

Set out the core principles of the policy. For example:

“Employees will be supported in their learning and development, balancing individual needs with the requirements of the business. Each of us is responsible for our own career but managers have an important role to play to support and coach team members. Some technical / specialist roles may require specific Continuing Professional Development (CPD) in order to maintain a licence to practice and it is the responsibility of the employee to ensure they achieve the required level. There is a formal process for requesting time off for training which should be followed. The mandatory training requirements of all employees should be reviewed on a regular basis – typically, at the start of a new role, or when responsibilities change.”

 

2. Responsibilities

Be clear on roles and responsibilities in implementing the policy, for example, detailing the role of the employee and manager:

 

Employees

For example:

“It is the responsibility of each employee, in partnership with their manager, to:

• identify their development and training needs
• participate fully and positively in any development and training activity (including pre and post activity discussions) and
• monitor time and effort put into development and training with a view to getting the right balance between work and private life, which
  should reduce incidences of stress, and enable adherence to the European Working Time Directive.”

 

Managers

For example:

“It is the responsibility of Managers to:

• Consider and attempt to meet the development and training needs of employees within available resources
• Discuss with each employee (prior to undertaking any development and training activity) the objectives of the activity, how the activity is expected to change their knowledge, skills, attitudes and/or behaviour and how these anticipated changes can improve the way things are done
• Discuss with the employee (after the employee undertakes development and training activity, or at regular intervals throughout an extended period of development and training activity) any new skills or knowledge acquired, and evaluate how these can be used for increased job performance or development purposes and any follow up action that is required
• Ensure the employee has considered their responsibility relating to any course that has the potential to impact upon their availability for work.
• Monitor time and effort put into employee development and training with a view to getting the right balance between work and private life, , which should reduce incidences of stress, and enable adherence to the European Working Time Directive.”

3. Types of Development and Training

 

 

Explain the different types of development and training methods that are used by the organisation and how their use depends on circumstances, individual and organisational needs and finances. They may include the following:

• on the job coaching, mentoring and training;
• off the job training courses and seminars run in-house;
• off the job training courses and seminars run externally;
• access to learning resource centre materials;
• day, evening or block release courses at local colleges or universities;
• open and flexible learning programmes;
• web based and e-learning training;
• internally, or externally run competency based programmes.

 

 

4. Further Education Courses

 

Explain if the organisation offers financial contribution for employees to undertake further education, and the criteria and terms that will apply. For example:

• Up to 50% of the course fee paid for appropriate courses (such as those leading to technical or professional qualifications). The full amount will be paid up front and the balance deducted from the individuals salary over a maximum of 12 months
• Give paid time off for the first sitting of an exam and one day’s study leave per half exam day. Exam fees will be paid for first sitting only. Financial support for re-sits will not normally be given with management discretion.
• Give sympathetic consideration of requests for unpaid leave or annual leave where required
• Payment of up to £XX towards cost of coursework material
• Pay travel expenses for public transport for all courses attended outwith a 20-mile radius of the individual’s home address. All receipts
  must be retained.

 

Also state the rules applicable to such funding, such as: “The fees paid are to be regarded as a loan. The loan will be written off 12 months following the relevant course/examination or stage qualification.
Withdrawal from a course will result in repayment of the fees paid on the basis of the above.”

 

4. Time off for training

What does the organisation offer in terms of time off work for training? If you offer paid time off, what is the annual limit and how is this time requested and recorded?

 

Need Assistance?

 

DavidsonMorris provide specialist guidance to employers on all aspects of learning & development, including support with drafting and implementing learning & development policies. For expert advice, contact us.

 

Learning and Development Policy FAQs

 

What is a Learning and Development policy?

A Learning and Development (L&D) policy outlines an organisation’s approach to the training and development of its employees. It details the goals, methods, and resources dedicated to enhancing skills and competencies within the workforce.

 

Why is a Learning and Development policy important for UK employers?

In the UK, having a robust L&D policy is crucial for staying competitive, ensuring compliance with legal obligations, and fostering a motivated, skilled workforce. It also helps in retaining talent and improving overall business performance.

 

What should be included in a Learning and Development policy?

A comprehensive L&D policy should include the organisation’s training objectives, a needs assessment process, development plans for employees, budget considerations, roles and responsibilities, and mechanisms for measuring success.

 

How often should a Learning and Development policy be reviewed?

It is advisable to review the L&D policy annually or whenever there are significant changes in the organisation, industry, or legal requirements. Regular reviews help ensure that the policy remains relevant and effective.

 

How can small businesses in the UK implement an effective Learning and Development policy?

Small businesses can implement an effective L&D policy by focusing on key areas such as identifying critical skill gaps, leveraging affordable online training resources, and encouraging a culture of continuous learning. Collaboration with external training providers and utilising government resources can also be beneficial.

 

What legal considerations should be taken into account when developing a Learning and Development policy in the UK?

UK employers must consider data protection under GDPR, ensure equal opportunities for all employees in accordance with equality legislation, and adhere to health and safety regulations during training activities.

 

How can employers measure the success of their Learning and Development policy?

Success can be measured through key performance indicators (KPIs) such as employee performance improvements, retention rates, and feedback from staff. Regular monitoring and reporting on these metrics can help employers assess the impact of their L&D initiatives.

 

What are some common challenges when implementing a Learning and Development policy?

Common challenges include budget constraints, resistance from employees, keeping up with industry changes, and ensuring that the training is aligned with business objectives. Addressing these issues requires careful planning, clear communication, and a commitment to continuous improvement.

 

How can technology be utilised in a Learning and Development policy?

Technology can play a significant role by offering online training platforms, e-learning modules, and tools for tracking progress. It allows for flexible, scalable, and cost-effective training solutions that can be tailored to the needs of the business and its employees.

 

Glossary

 

 

Term	Definition
Learning and Development (L&D)	A strategic approach focused on improving employees’ skills, knowledge, and competencies to enhance overall performance and business outcomes.
Training Needs Assessment	The process of identifying gaps in employees’ skills, knowledge, or abilities that need to be addressed through training and development initiatives.
Development Plan	A detailed plan outlining the training and growth opportunities for employees, tailored to meet both their personal career goals and organisational needs.
Key Performance Indicators (KPIs)	Specific, measurable metrics used to evaluate the success of learning and development initiatives within an organisation.
Continuous Improvement	An ongoing effort to enhance products, services, or processes, including the regular updating and refinement of the L&D policy.
Equality Legislation	UK laws designed to protect individuals from discrimination in the workplace and ensure equal opportunities in training and development.
General Data Protection Regulation (GDPR)	EU regulation, implemented in the UK, governing the handling and protection of personal data, including that related to employee training.
Health and Safety Regulations	UK laws that ensure the safety and well-being of employees during training activities, both on-site and off-site.
E-learning	Training or educational programmes delivered electronically, often via the internet, allowing for flexible, self-paced learning.
Budgeting	The process of allocating financial resources for the implementation of learning and development activities within an organisation.
Employee Engagement	The level of commitment, motivation, and enthusiasm that employees have towards their work and the organisation’s goals, often enhanced through L&D.
Stakeholders	Individuals or groups with an interest in the organisation’s performance, including employees, management, shareholders, and customers.
Inclusive Learning	Training and development opportunities that are accessible and equitable for all employees, regardless of background, ability, or other factors.