The NHS supports and encourages the personal and professional development of its staff.
Learning and development is a shared responsibility of individuals and managers.
Development is based on the 70/20/10 learning and development model where:
- 70% of learning and development takes place in real-life and on-the-job experiences
- 20% is from ongoing feedback, coaching and from working with role models, and
- 10% occurs in formal off the job training
Check the hints and tips section for practical input to your conversations.
Match the tool to the task
- Use the AIID feedback tool to prepare for both confirming and developmental feedback conversations.
- The GROW coaching tool can be used to help expand development conversations to ones that helps staff set and achieve development goals.
- Use the Build your development plan tool to understand strengths and development needs and in turn, determine the development required for staff members.
- Consolidate the development plans of your staff with the Learning needs analysis spreadsheet.
- Use the Learning styles questionnaire to help your staff member determine their preferred learning style(s) so that you and they are in a better position to select learning experiences that suit their style.
- Help your staff members explore their career preferences using Understanding career anchors.
- Coaching for Performance: Growing People, Performance and Purpose, John Whitmore (2002)
- The 7Cs of coaching, Mick Cope 2007
Hints and tips for conversations
- Ongoing and timely feedback is helpful. Feedback can be formal or informal as required.
- High performers need feedback as much as poor performers.
- Interim reviews are important times to recap ongoing conversations, to review performance holistically and to plan relevant actions.
- Train and develop by example. Give people the opportunity to learn from the way you do things.
- Allow for the learning curve. Don't expect too much but do require learners to improve at a pace that suits their natural aptitude. However do not excuse those that are clearly not trying.
Designed and developed for the London Leadership Academy by Heather Schoenheimer Consulting, in conjunction with the Royal Free London Foundation Trust OD Department