Learning and Training in the Public Service, 13 November 2017
Governance issues and online sources
The governance model for learning and training in the public service should specify the processes for planning and decision-making in at least three areas:
1 – Required competencies and curricular content – the capabilities needed in each type of position (e.g., Civil Service Competency Framework 2012-2017; TBS Leadership Competencies 2015 and Policy Profession – UK Civil Service Skills and Knowledge Framework 2013) and the skills and concepts that need to be learned to achieve that capability
- How Australia and New Zealand define core – ANZSOG’s Core Subjects and Learning Outcomes
- How the Atlas editors define core – Core Curriculum
- How Ottawa defines functional specializations – CSPS Specialized Development
Human resource professionals
Information management specialists
Information technology specialists
Access to information and privacy specialists
Materiel management specialists
Real property specialists
- How the Institute for Government sees crucial specializations – Professionalizing Whitehall
Leadership, change, and innovation
- Ottawa’s framework for learning and development of senior executives – Talent Management
- Ontario’s framework for learning and development of senior executives – Learning and Development for OPS Executives
- University training for government executives – Competencies Targeted in Public Manager Training
- UK’s approach to government innovation – Open Policy Making
2 – Training effectiveness and learning assessment – the best ways of learning the required skills and knowledge and the best way to assess the extent of the learning
- How UK Civil Service Learning specifies good learning interventions – Civil Service Learning’s “What does good learning look like?”
- Learning and Forgetting Curves
- How the Atlas editors propose to determine concept learning – Concept Comprehension Questions
3 – Resource allocation and candidate selection – the mechanisms for allocating training resources and, for the learning opportunities that are not universally available, the decisions of who will receive them
- How UK Civil Service Learning (CSL) controls departmental procurement – How we buy learning & development services:
“CSL is a cross-government organisation responsible for the procurement of generic, and some Department and profession-specific Learning and Development (L&D) for the Civil Service. … The CSL Triage process gives organisations the opportunity to benefit from prices that have been obtained through an OJEU tender process. … The CSL Triage process will not decide if the learning need is necessary as authority and spend accountability rests with departments. … Applicants are not required to justify their learning request but must clearly define the learning need so the application can be directed to the appropriate supplier. … Departments continue to be accountable for spend on learning and development and how to monitor spend to best suit business requirements.
“The control applies to the following:
– All generic L&D that is not available on the CSL Portal (including further/higher education).
– All business specific or profession specific L&D services over £10K, including contract extensions.
– Training that would be considered as being Profession-specific, but the recipients are not within that profession.The application should clearly show the business need and benefit of this learning investment.”
Page created by: Ian Clark, last modified 13 November 2017.
Image: Litmos, 7 Top Blended Learning Benefits For Corporate Training, at https://www.litmos.com/blog/blended-learning/7-top-blended-learning-benefits-for-corporate-training, accessed 11 November 2017.