60 ways to learn and develop

The appraisal discussion can itself be a source of learning, besides providing the opportunity to formulate a Personal Development Plan, linked to achievements expected at work.

Coaching is where another member of staff acts as a “coach” encouraging the development of new skills or knowledge and providing constructive feedback.

Delegation is when an individual undertakes a task that their manager would normally undertake. For example, attending a meeting, taking the minutes perhaps, and reporting back.

Job enlargement involves undertaking an extra activity in addition to current duties. The additional activity generally involves a higher level of responsibility.

You could either be a mentor to someone else or find yourself a mentor. A mentor provides a source of feedback and general guidance to another member of staff, acting as a trusted adviser.

Observation is learning from watching others in action.

Reality training is an appropriate form of training for members of staff who generally work away from the front line. It usually involves working in the front line, for example, with service users.

This is helpful in analysing and planning for future success. This can be undertaken individually or, ideally, with another person.

This is where you attach yourself to another member of staff or team for a set period of time in order to learn from them.

Sit-by-Pat is a traditional way of learning a new skill or task whereby you sit with a person who currently does the task, and learn through doing it. Keep a log of what you learn to appreciate just how valuable this method of learning is.

Trial and error and re-trial is an effective way to learn is by being given the chance to try a new skill or activity in a controlled situation, learning from any mistakes.

This is where an individual is seconded to work for a senior manager for a set period of time.

This can be a formal or informal arrangement where two or more individuals rotate jobs for a set period of time. Within teams it can be useful to enhance versatility.

The duties of one post are shared between 2 or more individuals.

This is a permanent move into a vacant position at the same level provides further opportunities for broadening skills and knowledge.

This is taking on a particular task or a different job for a period of time, usually in a different department, unit or organisation.

A temporary job move where you cover for an absence, for example. It provides opportunities to develop new skills and acquire knowledge in a different area.

Temporary promotion is where an individual is acting up or deputising for a set period of time.

This is where an individual gets experience either through job swap or secondment.

Action learning sets is when groups of 5 or 6 people work to a group contract for personal and group development. Many certificate-based courses provide the opportunity to form such groups.

Brainstorming activities stimulates ideas. Members of the team propose ideas that are not evaluated or judged by others in the group, but simply collected and recorded.

Management games can be externally run or can be a specific team exercise concerned with management issues.

Problem solving groups is when a number of people are drawn together with the purpose of finding a solution.

A quality circle is when is a multi-level group of volunteers who meet to discuss how to improve the quality of services and/or products.

There are now a variety of simulation exercises from which much can be learned about ‘real life’ situations.

People who join such clubs will develop useful contacts, often in departments other than their own, to learn about what’s going on in other parts of an organisation.

A task force is a group of people, often from different departments, who are brought together on a full or part time basis for a fixed period of time to carry out a defined project.

Team building exercises are designed to develop the team as a whole. Often a person from outside the department is used as a facilitator.

Working groups involve groups of people brought together to explore and resolve work related issues. Workshops are where groups of people explore issues together, often drawing on real life experiences.

There is always a large choice of adult education classes available. Local libraries usually have information of courses in their areas.

Buddy systems are a formal or informal system where colleagues support each other in work and career-related matters.

Meet regularly with another person to help each other learn from work-related activities, problems and issues.

Distance learning packages usually relate to specific skills. Most nationally known colleges now produce such packages.

Open Learning (OL) is learning available from the Open University and a variety of other forums. OL is similar to Distance Learning, but each student usually has a personal tutor. OL is usually undertaken in an individual’s own time.

Personal testing programmes are self-analysis tools often found in management textbooks and on computer-based programmes.

Podcasts are often used for personal development. For example, mindfulness.

Reading can include journal articles and White Papers as well as books.

Undertake research on a topic of interest which may or may not be specifically related to the person’s job.

These are usually a collection of materials to aid individual learning. For example, books, CD-Roms and audio recordings.

Take on direct responsibility for an assignment to help develop an individual’s skills or knowledge.

Study leave is approved leave (with or without pay) to undertake an approved course of learning. For example, attend University Summer School.

Technology enhanced learning are packages which help develop an individual’s skills and knowledge. They allow learning to take place at the learner’s pace and a location that suits.

Taking approved leave (without pay) may be given to undertake self-development activities. For example,, attend Territorial Army activities.

Many professional bodies and organisations hold tconferences as an annual event. For example, Chartered Institute of Library and Information Professionals (CILIP).

Formal training programmes are planned programmes of training for apprentices or management trainees.

Modular courses usually take place on several occasions, over time, so that learning can be put into action in the workplace and then reviewed.

Networking is a way by which people have opportunity to meet together informally as a means of enhancing learning.

Part-time courses are day or evening courses which usually lead to a qualification.

Professional skills training is a planned programme of training, usually run by colleges. For example, Prince 2.

Refresher coursesa re reminders or updates on specific topic.

Residential courses are whendelegates work and live with a group away from the workplace for a number of days. Usually, work takes place in the evenings also, so learning takes place in the shortest time possible.

Seminars are held on a particular topic and provide opportunities for delegates to hear experts speak and be involved in discussions.

Short courses are one to 2 days in length and usually cover specific topics.

For example, Open University courses, which do not necessarily lead to formal qualifications. They can be group or individual learning based.

Taster or awareness courses provide an overview of a topic which may be studied in detail later.

Visit other departments and/or different sites/organisations and feed back.

Visual resources include, for example, TED talks, DVDs, which can be used as an aid to either team or individual development. They can be particularly effective if followed by discussion of the issues.