Document Number:
HCAUK.HR.LD.POL.1002 1.3
Publication Date: 19/10/2022
Review Date: 19/04/2025 Document Owner: Clinical Education Lead
Expiry Date: 19/10/2025 Approved by: Chief Nursing Executive
Replaces Document: HCAUK.HR.LD.POL.003 Date approved: 19/10/2022
Target Audience: All HCA Employees
Document Summary: This policy supports the concept of training
and development for all staff. It encourages
managers to assist staff in meeting work
demands and helps them develop the right
skills and behaviours to support the
delivery of excellent healthcare.
Key words: Education, training, development.
Key linked policies/ guidelines HCAUK.HR.LD.POL.1001 Corporate
Supervision of staff and assessing clinical
competence policy
HCAUK.PHA.ALL.MAN.1001 1.0 Corporate
Medicines Management Manual
Version Tracking Changes made to document
Date                               Version Number
20/12/2017                      1.0 Replaces HCAUK.HR.LD.POL.003 Education, Training
And Development
July 2019                          1.1 Policy reviewed as per process
Jan 2021                           1.2 Minor amendments
19/10/2022                      1.3 Minor amendments to payments


Education, training and development in its broadest sense is central to the continued delivery
of high quality safe and effective health services that are responsive to people’s needs. HCA
UK needs to ensure that staff are appropriately equipped and skilled to undertake their role
and is committed to ensuring that all staff learn and develop appropriately to meet the needs
of the company’s strategic aims and key objectives.


The policy applies to all employees or workers at HCA. This includes permanent, temporary
staffing and regular volunteer staff.
Temporary staff employed via agencies and contractors must have their training needs met
by their employer before starting at HCA. This will be monitored by a checklist which will be
maintained by HCA Temporary Staffing.


This policy sets out HCA UKs approach for the provision of education, learning and
development opportunities for employees to achieve the organisation’s overall objectives. It
defines the processes by which HCA UK will support learning and development, in terms of
time and financial resource, to enable staff to develop the knowledge and skills necessary for
them to fulfil their duties to the required standard. The overall purpose of this policy is to:
 Ensure that HCA UK has a highly competent and capable workforce
 Support the creation of a culture of continuous learning based on principles of shared
responsibility between the organisation and individual
 Ensure a fair and systematic approach to identifying and meeting learning needs and
to promote creative approaches to learning and development that reflect changing
service’s needs, roles and demand
 Ensure that the ways in which learning and development can be accessed and
supported across HCA UK are clear
 Make clear responsibilities of managers and staff to create and provide a wide range
of learning opportunities
 Assist managers and staff in identifying to appropriate and most effective use of HCA
UK resources to facilitate learning and development
 Ensure all staff are aware of the correct procedure and timescales for applying for
study leave
 Equip all staff to carry out their role, achieve their potential and meet overall needs of
the organisation
 Clarify expectations that an individual has for sharing knowledge and learning


Identifies the specific education and level of skill a person is required to have. Competency
description describes what must be demonstrated in said skill.
Facility Business Unit
Is each specific department/floor/ward/unit in each of HCA UK facilities.
Processes, roles and responsibilities to engage the new employee quickly, accelerate their
sense of belonging and maximise their early business contribution. Induction will include
corporate induction, local induction (facility based) and orientation to working environment.
Job Role Specific Training
In depth training which is designed to ensure the employee gains the necessary skills using
the knowledge, tools, equipment, documents or materials the employee will use once
Mandatory Training
Is that determined essential for an organisation for the safe and efficient running in order to
reduce organisational risks and comply with regulatory requirements, government guidelines
and policies.
Statutory Training
Statutory training is training that an organisation is legally required to provide as defined by
law (and consequently legislation can be referenced) or where a statutory body hasinstructed
us to provide training on the basis of legislation.
Subject Matter Experts
A Subject Matter Expert is an individual who exhibits a higher level of expertise in performing
a specialised job, task, or skill within the organisation.


A Corporate Annual Training Plan will be produced identifying core development needs of
staff and reflecting:
 Organisational service needs
 National and local strategies for care delivery/health improvement
 Organisational workforce plans
 Competence frameworks to maintain occupational / professional standards
 Continuous professional development
 Development of clinical practice and service delivery founded on evidence based
Educational Quality Assurance will be applied by Corporate Education Department to any
training plan across HCA and will be formally reviewed at least annually, this could be more
frequently should it be required by any service change.
This is a dynamic process, to take into account the changing needs of the organisation.

5.1 Facility based training plan

As part of the Annual Appraisal Conversation process, the appraiser and the appraisee will
agree, according to the individual’s preferred learning style, how identified learning and
development needs should be met.
Development needs linked to service transformation and improvement must be identified
through the annual service planning process completed by each Facility Business Unit.
Consideration should be given as to how the impact will be evaluated.
Allstaff must be party to an appraisal process which leadsto the identification of learning and
development needs on an individual basis in the form of a Personal Development Plan (PDP).
The HCA Annual Performance Conversation (appraisal process), incorporating the person’s
job description, is the main vehicle for identifying learning needs.
An individual’s personal development needs may arise from a number of sources, and are
likely to be a combination of the following:
 development needed to help the individual achieve their work objectives
 mandatory/statutory requirements (corporate and local)
 development for professional/specialist updating
 any additional development needed to meet the individual’s job role
There are several approaches to consider, which are detailed below.

5.1.1 Work-based learning/on the job development

Identifying good quality on-the-job development opportunities is the primary approach to be
adopted within the organisation. Work-based learning starts with appropriate local induction
and will continue to form a large part of ongoing learning and development in the workplace.
Work-based learning also includes HCA UK Apprenticeship Framework.


As a minimum all staff must complete their statutory and mandatory as set within their
Learning Pathway on the Corporate Education Department plus any additional job specific
mandatory training required. The organisation provides sufficient ways to access this training
either via mandatory training days or eLearning. An individual’s mandatory training
requirements must always feature in the staff member’s Annual Performance Conversation

5.1.3 In-house learning and development opportunities

Where learning needs cannot be met within the immediate work area it is acknowledged that
other forms of structured learning, training or education are relevant. In the first instance,
the appraiser and appraisee will identify how learning needs can be met in-house via:

 Departmental training, (including knowledge sharing and learning)
 Corporate Education Department
 Facility Based Educators
 Organisational Development

5.1.4 Clinical Skills Competencies

HCA utilises both clinical and equipment competency assessments. This method is utilised as
an approved format for ensuring evidence-based practice is routinely performed in a
standardised approach across the whole of HCA. Competence of clinical skills and equipment
is assessed as a minimum of 2 yearly using Donna Wrights competency model (2005) unless
acuity deems otherwise. Assessment of allstaff is part of the HCA yearly appraisal process will
have ongoing assessment of skills related to their job role which will include assessment of

5.1.5 External training

This is only applicable to staff who are employed by HCA UK.
If an individual’s training needs cannot be met by any of the above approaches, external
solutions may be appropriate. The individual and HCA Heads of Department must identify a
relevant event or programme of learning and consider whether it will meet the individual’s
specific learning needs. Once this is established, a study leave application form must be
completed in accordance with the procedure outlined in Appendix A.


This is only applicable to staff who are employed by HCA UK.
Study Leave is time away from the workplace, agreed by the HCA Heads of Department, for a
staff member to learn and develop (e.g. to attend a training session externally; to complete
assignments; to attend examinations; to undertake coaching or mentoring, etc.) There is no
minimum study leave entitlement with the maximum being granted is at the HCA Heads of
Department and the senior businessleaders discretion. For apprenticeship study leave please
refer to the HCA UK Apprenticeship Policy.
A range of factors should be considered when reviewing a study leave request. These include:
 Hasthe staff member completed all of their mandatory/specialist mandatory training
 Does the training support Facility/ Departmental objectives?
 How will the development improve the quality of service, patient safety and
enhancement of care provided by the department?
 Who is the most appropriate person in the team/department/facility to receive the
 Has consideration been given with regard to equal opportunities for all team
 What is the most appropriate learning method for this development need?
 What priority level applies to the training for this staff member?
 How could the development be utilised by the staff member/shared with otherstaff?
 If funding is required, where will this come from? Will this funding be applied fairly
and equitably?
 What is the impact on service delivery of releasing the staff member for study leave?
Where study leave is agreed during normal working hours, a staff member’s salary will not be
affected. Study time beyond the staff member’s normal contracted hours will not usually be
paid. Where a staff member isrequired by the organisation to attend a learning activity which
extends beyond their normal working hours (e.g. part time employee attending a full time
course), time off in lieu or paid leave may be agreed, up to full time hours.


Financial support to undertake training and development is not a staff entitlement. Where
funding is agreed, this will usually be full funding for courses which are essential for a role,
profession and the service. However, where training is non-essential, or is for personal or
career development, consideration may be given to funding of between 0% and 100%,
depending on the need and relevance of the training.


The decision for approval for funding external courses will be based on the Facility Business
Unit budgets and business requirements and must be considered alongside other service
The central training budget may offer part support for a small number of essential
applications each year, subject to availability of funds and organisational training priorities,
and to provide support in exceptional circumstances. This will be the exception rather than
the norm. However, other expenses should be borne by Facility Management.
Managers within facilities are responsible for managing these budgets and considering any
requestsfor funding from them for training and development identified in their departmental
Training Needs Analysis. This process should be fair, equitable and auditable.


Interest Free Loan for Training / Education only needs to be completed if the course is
declined by the Facility Executive Senior Management and the employee still wishes to cover
the course at their own cost
An application for an interest free loan can be requested if the course is not approved or only
partially funded. An Interest Free Loan Agreement (see Appendix C) is completed and
processed as per above.
An example of courses whereby funding may not be provided:
 Coursesthat add to the employee’s education level but do not necessarily add value
to the business in relation to the staff member’s employed job role and/or the
strategic objectives. E.g. MBA, BA

6.4.1 TRAVEL

Reasonable travel expenses incurred by a staff member attending a course or study day,
deemed to be essential to their role or the service, will be paid at current agreed HCA UK
rates. Where payment of travel is agreed, all staff must comply with HCA UK Travel Policy.
This must be included in the study leave request, otherwise, expenses may be declined. Any
expenses must be agreed by the HCA Heads of Department in advance of training


Accommodation costs (where necessary) often form part of an overall course /conference
fee. Where accommodation is clearly a necessity, all staff must comply with HCA UK Expenses
Policy. Accommodation costs should be included on the External Study Leave Form


Additional funding for course materials, text books, etc., is at the discretion of the HCA Heads
of Department and must be agreed in advance. Prior to any decision being made,
consideration should be given to the priority level of the development being undertaken.


Where a staff member fails a course or module for any reasons deemed unsatisfactory by the
staff members line manager (for example non-attendance of the course), any costs incurred
for repeating coursework, repeating modules or re-sitting an examination will not be met by
the HCA UK.


The following considerations will be considered when managers review requests for awarding
suitable support:
 Resources
 Will current staffing levels accommodate the support? If not, what additional costs
will be incurred?
 Will the time off adversely affect the operation of the department?
 What value will the course of study add to the department / business?
 Does the course / study enable the staff member to develop in their career path?
 Similar arrangements
 How have similar arrangements worked within the department?
 Staff member’s overall performance
 Does the overall performance of the staff member warrant support?
 It is the manager’s responsibility to ensure that all staff undertaking a course of
study should be aware of the on-going commitment to HCA where study support
has been given.


 One working day (or an equivalent in hours) will be awarded to all staff for each
written examination.


 Financial contribution will normally be limited to one major qualification per staff
member although progressive qualification leading to professional status and
additional qualifications which are required directly for HCA business will be


Non-attendance at external training should only occur in exceptional circumstances. If a staff
member is unable to attend an external training session on which they are booked, they must
advise their HCA Heads of Department and the training provider, as far in advance as is
reasonably possible. The HCA Heads of Department will consider the reasons given for non-

attendance. It isrecognised that there will be occasions where non-attendance is unavoidable
(e.g. due to sickness; bereavement; request to work from HCA Heads of Department, etc. NB:
Thislist is not exhaustive). Where payment has already been made by HCA UK for thistraining,
and funds can be reclaimed, it is the staff member’s responsibility to liaise with the external
training provider and the HCA UK Corporate Education Department to ensure this happens.
Where costs are incurred by HCA UK for this training, which cannot be reclaimed, if the
reason(s) for non-attendance are deemed to be unreasonable or unacceptable, the staff
member may be required to repay HCA UK for all or some of the costs incurred.


In exceptional circumstances, it may be necessary for HCA UK to seek to reclaim training
funding from a staff member. As a condition of funding, on completion of the course the staff
member agrees not to terminate their employment of their own accord for eighteen months
from that date (i.e. resignation). Should a staff member terminate their employment prior to
completing this eighteen-month period, HCA reserves the right to reclaim the fees paid in full
or in part (as per table below).


Period:                                                                               % of fees recoverable:

Up to 12 months from course completion 100% Training &
Study Leave
12 to 15 months from course completion 50% Training &
Study Leave
15 to 18 months from course completion 20% Training &
Study Leave

Where managers are approving training funding, they should discuss the potential
expectation for the staff member to repay fees in certain circumstances, at the point of
agreeing the study leave. Both the HCA UK External Study Leave form and the Interest Free
Loan for Training/Education in these instances will be used to confirm the staff member
understands the terms and conditions of the funding and is used as written confirmation. If a
potential need for repayment of fees is identified, the circumstances and any repayment
schedule will be discussed with the individual concerned and recorded on Workday.


This must be completed prior to undertaking any funded external education programme. It
essential therefore that managers ensure any formal education and training meets HCA UK
strategic or service objectives and is linked to the staff members’ Annual Performance
Prior to completion of the agreement;
 Learners must be able to provide evidence that they are up to date with
essential mandatory training skills published on the Corporate Education
 Learners should possess the appropriate attitude/values and study skills to be
successful in undertaking the programme of study
On completion of the agreement;
 Funding for any external education programme will not be agreed by the HCA
Heads of Department, Facility Executive Committees and HR teams and the
Corporate Education Department without a completed Learning Agreement
 The HCA Heads of Department must ensure the completed agreement form isfiled
in the staff member’s electronic HR file (Workday)


All training will be subject to either informal or formal evaluation, to ensure that learning
objectives are identified and outcomes assessed. Evaluation may include all or some of the
following processes:
 Briefing prior to commencing a programme of learning, to identify objectives and
 Formal assessment of learning, as in accredited program
 360º assessment (i.e. seeking feedback from peers, managers, and subordinates) on
leadership and management development programmes
 Post course de-briefing to assess the effectiveness of the training.
 Presentation to fellow staff/peers
 HCA Evaluation Form
In order to adapt or develop future training delivery HCA will require that all training
providers, both external and in-house, make available, either on request or at agreed
intervals, robust evaluation reports of all courses delivered.


To ensure and maintain the quality of training provision, HCA will take all reasonable steps to
commission training that is of the highest standard, ‘fit for purpose’ and ensure it is delivered
by staff who are suitably qualified or who have proven skills to do so. In-house training will
be delivered by staff who can demonstrate the appropriate knowledge and skill to deliver
training courses, as well as have an understanding in educational theory, should the
understanding of educational theory not be achieved this can be supported by Learning
Academy or other education SME’s.
All training educational training will use standardised HCA educational resources and
processes and will ensure all work is recorded centrally within the Corporate Learning
Academy. Procedures to validate, evidence and monitor all training within HCA exist through
Learning Academy. Processes are available for all areas of the business to seek training
through Learning Academy. Templated documentation can be obtained through Learning
Academy is available for all conducting formal education including;
 Training request form
 Registers
 Lesson Plans
 Training Framework document
 Training Evaluation forms
Quality assurance for medians outside of face to face teaching is considered as important to
HCA. Areas such as E-Learning, Webinars and Forum based learning. Continued review of all
training material and provision will take place yearly and signed off against the Educational
Quality Assurance measures.


With a highly mobile workforce, employers often need to assess the quality of new recruits’
previous training. HCA is committed to recognising any learning which meets with the Core
Skills Training Framework (England) Statutory/Mandatory Subject Guide Version: CSTF
(England) v1.0 (October 2020). Educational audit must be completed to confirm that each
course meets these standards and employees must ensure certificates are verified. In some
instances the course timeframe does not meet with HCA training standards the employee
might need to complete the training aligned with the HCA Annual Training Plan.
HCA UK will accept all Consultant training transcripts from other external acute hospital
providers and will honour the frequency of completion as set out within their Learners
Assessment record


All CPD activitiesshould be documented by staff, in order to provide evidence of their ongoing
development and competence to undertake their role. The use of portfolio documentation
for all levels and professions will be encouraged and supported throughout the organisation.


All Staff
 An employee’s personal development is a shared responsibility with that of HCA UK.
Information, advice, guidance and support are provided by the Corporate Education
Department, Organisational Development, Facility Based Educators and other key
professionals. In return for the provision of learning and development opportunities,
employees must accept a commitment to be developed, to apply their knowledge and
skillsto ensure best practice and to share their learning with others. Allstaff, including
temporary staff, have a responsibility to:
 Comply with this policy and supporting documentation.
 Accept a shared responsibility for their learning and development with their
appraiser/HCA Heads of Department
 Attend and complete education, learning and development activity when agreed and
provided, including submission of any required assessments/portfolios
 Recognise that learning takes many forms and see the value of learning in the
workplace as well as more formal forms of development
 Provide evidence of their learning in a structured format over time, using the
approaches described in HCA Appraisal Policy and seek support if required from their
HCA Heads of Department or local learning facilitator/ representative.
 Support the implementation of change and improvement in their practice as a result
of attending the education, learning and development activity
 Share their learning, as agreed at the outset with their HCA Heads of Department, for
the benefit of others within the team and/or organisation.
Heads of Department
 Ensure that staff are aware of and comply with this policy and supporting
 Accept a shared responsibility for the learning and development of staff they manage
or supervise
 Identify local training needs through the annual service planning process and
complete a Business Unit Training Needs Analysis
 Ensure the existence of a local mandatory training needs analysis according to role
and responsibilities of staff within the Business Unit/division/department and to
ensure compliance with mandatory training requirements for each level
 Through the HCA UK Annual Appraisal Conversation, identify individual learning and
development needs in a fair and objective way, and ensure they are featured on their
Personal Development Plan
 Identify potential barriers to learning e.g. skills for life needs, personal circumstances,
hours of work
 Make allstaff aware of the learning and development opportunities open to them and
actively encourage personal development that is appropriate and which matches the
individual’s preferred learning style
 Identify if the learning is essential or desirable to the role/individual or the service
 Agree or gain agreement to the level of funding if applicable to meet learning and
development needs
 Where applicable, follow the application process described in this policy when
applying for part or full funding of education, learning or development activities
 Ensure all staff are treated fairly, and given equal opportunities to utilise their skills
and abilities, and fulfil their potential in ways that are aligned to the HCA UK strategic
aims and objectives
 Agree with the individual the most appropriate and cost effective way of meeting their
development needs
 Make every effort to ensure that the individual attends any learning event that has
been agreed and scheduled
 Support individuals before, during and after learning and development activities by:
o clarifying learning objectives
o reviewing what was learnt and helping them to put what they have learnt into
The Corporate Education Department
 To identify the statutory and mandatory training required by staff group and role using
HCA staffing profiles. The profile identifies update frequency requirements for this
training as well asthe mannerin which it is delivered (i.e. classroom, e-learning, Virtual
or Teams sessions or workbook).
 Take direction from the corporate committees or senior business leaders on the HCA
statutory and mandatory training requirements, ensuring all recommendations meets
national requirements and business needs.
 Publish the HCA mandatory and statutory training matrix on the HCA Learning
Management System.
 The co-ordination and administration of statutory and mandatory training with clear
booking and cancellation processes. Local training can be still managed locally within
facilities; however, facility-based trainers must ensure that all training records are
recorded on the HCA Learning Management System (LMS) and have been reviewed as
part of the education quality assurance process.
 To recognise and provide systems to map external training, which meets recognised
standards, and in doing so help contribute towards preventing unnecessary
 A process is in place for following up non-attendance by informing the individual’s
manager of their non-attendance.
 A process is in place for identifying individuals whose training is not in date and this
information is given to HCA Heads of Departments of these individuals.
 Central record keeping for centrally provided courses. If courses are held locally, then
the records must be forwarded to Corporate Education Department for inclusion onto
the central record keeping system. All training records will be kept in all cases for not
less than ten (10) years.
 Provision and management of education audits against all learning and development


The aspects of mandatory training that are recorded and monitored by Corporate Education
Department are:
 Levels of attendance and corresponding non-take-up
 Levels of non-attendance (DNAs)
 Levels of cancellation.
The responsibility for routine review of this policy will rest with the Corporate Education
Department. The policy will also be reviewed if there is a change in national or local
In accordance with HCA governance arrangements, the Head of Corporate Education
Department has ultimate responsibility for ensuring that this and other related polices are
kept up to date, implemented effectively and monitored regularly for effectiveness.


No formal training is required in relation to this policy. Managers and staff are advised to
contact the Corporate Education Department for advice and details of their responsibilities in
relation to access to education, training and development.


1. Royal Bath Hospital (2013) Mandatory Training Policy.
2. QE Gateshead (2015) Education, Training and Development Policy and
Study Leave Procedure
3. Skills for Health (2020) Statutory/Mandatory Subject Guide Version: CSTF (England)
v1.0 October 2020 (Accessed 06/01/2021) Available:
4. Wright, D. (2005). Competency assessment in healthcare (3rd ed.). Minneapolis, MN:
Creative Health Care Management.




Please click to HCA Education to see all Appendixes of HCA Education