Policy Statement on Staff Training and Development

Staff Development

1. This policy statement relates to the training and development of all staff employed by GEM ENERGY - For Business.

2. Staff development refers to the development of the individual in terms of their knowledge, skills, personal abilities, competencies and understanding to support the strategic aims and priorities of their department or service and the development of their own career. It embraces a wide range of learning experiences, both within and outside the workplace, and is a continuing process that can help individuals to:

Extend their range of performance
Identify and develop their potential
Respond positively to change, uncertainty and conflict
Increase their job satisfaction
Improve their self-confidence, motivation and initiative.

3. Staff development can take place on- or off-job. On-job development includes learning through the experience of doing the job; reflecting on that experience; discussing it with a manager, mentor, coach, colleagues; receiving feedback on performance; reviewing and evaluating performance. Off-job development can include participation in courses or conferences, undertaking a qualification, secondment, placement, shadowing etc. Staff development thus helps to create high-performing, skilled and effective staff.

4. Staff development is the joint responsibility of:

The Individual Member of Staff
His/Her Adviser (if on Probation) or Reviewer (if Not on Probation and Hence Participating in the Staff Review and Development Scheme)
The Line Manager (if Not the Reviewer)
The Head of Operations
GEM ENERGY - For Business through its Organisational Development and Professional Learning, commercial energy data reviews, procurement, energy audits, IT services, administration development, HR reviews, Health and Safety Services and other providers of training and development.

5. Individual staff have a responsibility to keep themselves informed about developments in their own field or area of work. They should give thought to their own training and development needs and career aspirations and be prepared to devote time and energy to meeting those needs. GEM ENERGY - For Business and its faculties, HR, recruitment heads, operations manager, department heads and services have a responsibility to ensure that mechanisms are in place to facilitate the continuing professional development of all staff.

Induction

6. Individual professional development should begin on entry to GEM ENERGY - For Business with a programme of initial induction to the department and the business. Each department should nominate a member of its staff to be responsible for the induction of new appointees. We have an induction programme designed to introduce new staff to the business.

7. GEM ENERGY - For Business runs a multi-stage programme of progressive and continuing professional development in the UK commercial energy sector and all business departments. GEM ENERGY - For Business comprises three pathways, the appropriate pathway being decided on appointment according to the skills and experience of the appointee and becoming a condition of contract. Exemption criteria apply. Each pathway carries a workload allowance. The programme carries ongoing training and learning values which can lead to further qualifications, not only in the UK commercial energy sector but traditional business development qualifications to further enhance your career, which ever path you choose moving forward, GEM ENERGY - For Business always striving for excellence.

Probation

8. On appointment every new member of staff is assigned a mentor. Staff on probation follow GEM ENERGY - For Business arrangements for probation and are advised and guided by the designated adviser. The adviser’s role is to take a professional interest in the development of the new member of staff, having regular discussions with them and conducting probationary review meetings regularly.

Staff Review and Development Scheme

9. Once probation is completed all staff participate in the GEM ENERGY - For Business annual staff review and development scheme (SRDS). The purpose of the scheme is to provide an opportunity, first to look back at the contribution that has been made by an individual over the previous twelve months and then to look forward and make plans for the coming year. The scheme aims to support and develop staff to develop their career and performance in line with the UK commercial energy sector.

10. The head of operations, as the person with ultimate responsibility for the member of staff, should be informed of all training and development needs identified. Responsibility for meeting these needs lies jointly with the individual, the reviewer, the head of operations. Training alone will be insufficient to meet all needs, and staff should have the opportunity to gain practical ‘on-job’ development experience to complement training.

Continuing Professional Development

11. Staff at all levels are expected to engage in continuing professional development. Needs should be identified on an ongoing basis and through the review process. The member of staff should discuss with their line manager the funding of any external events which incur fees or travel expenses.

Meeting of Needs

12. Professional development needs can be met in a number of ways. Department heads, third party training, qualification organisations and local council departments apprenticeship programmes to support academic, professional and organisational development, both centrally and on a bespoke basis for individual faculties and the UK commercial energy sector as a whole. This provision includes support for staff and postgraduate research students through short courses, longer programmes, and credit-bearing courses, networks, one-to-one advice, coaching, mentoring, personal development planning and online resources. This provision covers development in leadership and management, supply point data reviews, energy audits, ESOS, EIIS, procurement, operational cost reduction strategies and is supported through bespoke work with faculties, department heads, suppliers, TPI partners and groups; through networks which bring together those with similar roles; and through support for a range of business projects, initiatives and groups.

Other Development Methods

13. Other arrangements for staff development might include, as appropriate:

Having a mentor or coach
Job enrichment, e.g. participation in working or project groups or involvement in other activities which are outside the individual’s normal job responsibilities and therefore enhance or enrich that person’s professional life
Job shadowing, particularly for those either new to the industry or about to take up a new role
Job rotation or swapping
Secondment, either internally or to another institution or organisation
Study leave
Release time to undertake a (further) qualification or on job qualifications

Outcomes of Training and Development

14. After participation in any form of training or development, it is expected that the member of staff concerned will discuss with the line manager what has been learned or gained and how this can be applied in the job and, as appropriate, shared with others. All training and development undertaken should also be discussed as part of probationary and staff review processes.

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