This policy describes the approach to be taken in the training and development of employees of the National Football Museum.
1. About this policy
This policy outlines how the National Football Museum will train and develop it greatest resource: it’s staff. In the modern competitive working environment, employees need to replenish their knowledge and acquire new skills to do their jobs better. This will benefit both them and the Museum. We want staff to feel confident about improving efficiency and productivity, as well as finding new ways towards personal development and success.
2. Scope
The details of this policy primarily apply to all paid staff contracted directly to the Museum, however the principles contained within are relevant to volunteers and trustees as well. This policy does not cover supplementary employees like contractors or consultants.
3. Aims
- This policy describes the range of solutions and the processes used for employee training and development in the museum.
- The overall aim is to develop and nurture individual talent and ability to further the goals of the organisations and invest in people.
- A further goal of the organisation is to foster a culture of continuous professional development to ensure that employees are fully abreast of the latest information relating to their role.
- In order to maximise the benefit of any training and development activity, we adopt a ‘partnership approach’ where everyone shares responsibility for their own learning and development.
4. Learning types
- There are a number of theories as to how we learn, broadly speaking people tend to favour one of the 4 categorised learning types below. The best learning outcome is dependent on matching the individual’s learning type with the right solution.
- Visual learners – prefer to see information and to visualize the relationships between ideas.
- Auditory learners – prefer to hear information rather than reading it or seeing it displayed visually.
- Reading/ writing learners – learn best when reading / writing: interacting with text is more powerful than hearing or seeing images.
- Kinesthetic learners – hands on experiential learners: they learn best by doing.
- The kinds of training solution that the NFM will consider (assuming the requirements in sections 6, 7, 8 and 9 are met) for individuals working for the National Football Museum may include:
- Formal training sessions (individual or corporate).
- Educational / accredited qualifications, including modern apprenticeships.
- Coaching or mentoring.
- Participating in conferences.
- On the job training.
- Networking with people in similar organisations with similar roles.
- E-learning modules.
- Books, publications and subscriptions.
- Shadowing.
- Team days / external visits.
5. Training Categories
- The training categories that the NFM will seek to fund (assuming the requirements in sections 6, 7, 8 and 9 are met) include:
- Mandatory / legally required e.g. fire evacuation, health and safety, manual handling.
- Business critical / required for a specific task e.g. use of technical equipment such as platform towers.
- Continuous Professional Development (CPD) as required for a specific role. E.g. HR / Finance management.
- Best practice training for role delivery e.g. Safeguarding training
- Personal development e.g. managerial training.
6. Individual training programmes
- The detail in this section refers to the training categories described in sections 5.2, 5.3, 5.4 and 5.4 of this policy.
- As described in section 4, it’s important that training and development is tailored to
the individual based on their learning type or style.
- It’s also equally important that the training accessed is designed to help the employee to perform their role to a higher standard.
- The Individual objectives review process includes a personal development plan in which the line manager and employee can discuss areas for development and suitable training solutions. Line managers will discuss with employees which learning style best suits the individual as part of this process.
- Line managers will agree specific objectives for any training activities before the individual commences any learning. The manager will then also diary a post learning review and agree objectives with the individual to cement the learning and apply it to the workplace.
7. Personal Development training
- The detail in this section refers to the training category described in section 5.6, where an employee may wish to access training and development to further their personal development.
- A clear distinction will be made as to whether the training solutions is categorised as 5.6.
- The Museum may decide to only part fund the training solution.
- Requests for a particular training solution will be assessed on a case by case basis by the department relevant Senior Leadership Team member and will be dependant on the cost, work time required, clear link to career progression and performance in their current role including NFM values as detailed in their individual review. Approval must be sought from the Senior Leadership Team prior to the commencement of any solution.
- Should the employee be successful in accessing the desired training, restrictions or expectations may be contractually placed upon them, agreed and confirmed in writing prior to the booking of any solution.
- For courses above £500 including expenses the employee will be expected to remain employed by the NFM for a period of 12 months once the training is complete. Should the employee leave within 12 months, or fail to complete the course without good reason, they will be required to pay back a proportion of the costs of the training solution. Recipients of such training support will be asked to sign a copy of this policy, confirming the amount of outlay and that they agree that any monies due to be repaid to NFM on leaving may be deducted from final salary payments, with any further outstanding balance to be repaid direct by the individual.
- Within 3 months – 100%
- 3-6 months – 75%
- 6-9 months – 50%
- 9 – 12 months – 25%
- Should their role become redundant within the 12-month period no financial pay back will be required.
- Line managers will agree specific objectives for any training activities before the individual commences any learning. The manager will then also diary a post learning review and agree objectives with the individual to cement the learning and apply it to the workplace.
8. Budget
- The Museum commits a proportion of its annual budget to the training and development of staff based on discussions with dept managers and the senior leadership team.
- As a charity the training budget is finite hence it may not be possible to access particular solutions. Dept managers are required to source the most cost effective and best value solutions for their staff.
- Any training that costs over £500 for any one individual (including expenses) must be approved by a member of the senior leadership team before booking. The Museum is committed to fair and equal access to training, however solutions over £1000 that could use a significant amount of the museums overall budget are unlikely to be approved unless they are legally required for a specific role.
- If the solution is a training course off-site, the museum will pay for travel, accommodation and meals, as per the expenses detail found in the Finance
Policy. Employees are encouraged to attend courses hosted locally to minimise these costs.
- There are a number of external funding sources for the training of staff within the charities and cultural sector. These must be investigated before a costed solution is settled upon. Training suppliers will often offer discounts to charities.
- Where a number of staff require a particular training solution e.g. first aid, we will aim to satisfy the training need as one group on the same day and where possible host the training at the museum if it is the most cost effective option.
9. Training suppliers
- Training suppliers must be accredited in the realm they provide training for and be a recognised and reputable supplier.
- Wherever possible three quotes should be sought to ensure best value for the Museum, unless a preferred supplier has been recognised.
- The training supplier must hold suitable Insurance policies.
10. Corporate training programmes
- The Senior Leadership Team may consider the procurement of a corporate training programme for all or selected employees in order to deliver significant improvements for multiple staff or the organisation as a whole.
- Given the potentially higher cost, three quotes must be sought to ensure best value for the Museum, unless the training programme can only be sourced from one supplier.
11. Inductions
- All staff will receive and complete a standardised induction once they commence their role at the Museum, see NFM Recruitment Induction Process.
- The Museum is committed to the importance of a good induction to the organisation. It is the role of the Line Manager to organise and sign off as completed.
- The line manager will use the expertise of dept managers to ensure that all relevant information is communicated.
- A suitable re-induction will also be delivered for those returning from extended periods of leave such as maternity leave or long-term sickness.