• Encourage staff to consider their future development needs
• Offer staff help and advice for planning their future
• Keep staff aware of all opportunities for development both within their initial position and, in some cases, in other roles.

Training Needs

Training within the BBSRC is structured by the use of the Performance and Personal Development Review system (PPDR). This review allows staff to discuss their training requirements and opportunities with their line manager, in order for them to better carry out their role within the organisation, as well as learn skills that they feel would allow them to develop in the direction they desire for their career.

Each institute has a Training Officer who is responsible for bringing these needs together and organising the training required to address them.

Although this mechanism is in place, staff can discuss their development at any time – not just as part of their annual appraisal – with their line manager, training officer, mentor or their colleagues! The BBSRC understand that jobs are continually changing and want all of their staff to be well equipped to deal with those changes, whatever they may be.

Development Methods

Vocational and non-vocational training facilities are provided to support staff development in their scientific or professional field as well as to improve their skills and confidence in handling management tasks. Training and development can take place in a number of ways, including:

• Vocational training
• Professional training
• Continuing education
• Management development

In-house and external services provide training for staff. This means that specific job-related skills can be developed in tandem with broader and more recognised abilities and qualifications.

For the most part, training is carried out on site, at the institutes from which delegates are drawn. Programmes are highly interactive and are based on underpinning theories and models, reinforced by experiential learning.

Assessment

Pre- and Post-training assessments are carried out via “informal meetings” with the employee’s line manager.

The pre-training discussion looks at what the expectations and objectives of the course are.

The post-training discussion analyses whether the pre-training objectives were met, what was learnt and where the new skills learnt can be put into practice. Future opportunities can also be identified.

This practice is designed to ensure the right training courses are attended and to help both the employee and their management create a forward job plan and keep the individual’s development progressing.