About the webinar

Organisations are changing fast. To maximise the impact of learning and development, activities must not only be aligned with the strategic goals of the organization but delivered using creative means to support continuous performance improvement. The generic course or venue-based solutions can no longer be the default learning option; creative learning solutions delivered in the “flow of work” are also vital. This session explores the evidence-base for a shift of learning design and delivery approaches, which has been accelerated by COVID-19, and the part that different roles within the organisation play in developing a learning culture and thriving learning ecosystem.

Head of Learning at CIPD will provide a view from across a range of other sectors, drawing on his in-depth knowledge and experience of the important role learning plays in the success of an organisation to help inform and influence your own force practises in creating and implementing a learning culture.

About the speaker

Andy has more than 30 years’ experience in learning and organizational development in commercial, technological and not-for-profit organizations and has a research Masters' degree in instructional design. He regularly speaks at conferences, writes and contributes to research. His latest award-winning book “Driving Performance Through Learning” is available through Kogan Page publishing. You can connect with him on Twitter at @AndyLancasterUK.

About the webinar

In this webinar, Commander Murray will discuss the following areas:

• Why is learning important?
• How leaders make or destroy a learning environment.
• Curiosity and humility; the most undervalued leadership traits?
• How being evidence based is an essential ingredient in creating a learning culture.
• Learning can be inconvenient – prepare to unlearn things you always thought were true.
• It’s cliché, but failing is good….

About the speaker

Alex also assists with the leading in the areas of COVID, offender management and diversity. In 2019 he was SRO for the spending review submission to the Home Office.

In 2008 graduated from Cambridge University with a thesis developing the understanding of police legitimacy within Muslim communities. He is the founder of the Society of Evidence Based Policing and has conducted RCT’s, many with a focus on behavioural science. He has worked on police training programmes in India, Cambodia and Europe.

In 2014 he received the Superintendents award for Excellence in Policing and has been recognised by George Mason University’s Centre for Evidence Based Policing. He is a visiting scholar at Cambridge University and in 2017 he was awarded an OBE.

About the webinar

Police work is sometimes described as happening in a whirlwind, with too much to do in too short a time. If there isn’t time to catch breath, then how on earth can officers and staff undertake serious learning, such as continuous professional development? In this context how can the workforce be encouraged to get involved in learning? What is in it for leaders (from team leaders to chiefs) to encourage CPD? This talk examines ways in which leaders can support and gain from encouraging CPD. It takes the metaphor of the whirlwind to offer a framework that recognises that learning can take place both in the middle of action and off the job, in planned or emergent learning, and in small bite-sized pieces or with large ambition. The leadership challenges are to find ways to support and use learning which takes place in this variety of contexts and to ensure that learning has an impact on skills and public service. The talk uses evidence from a range of public services, including policing, to explore these matters.

About the speaker

Jean researches and teaches in the field of public leadership and management, across a range of public services including police, local government, health, prisons and civil service. Her work on leadership includes the value, use and skills of leadership with political astuteness for public servants, the dual leadership of senior public servants working with politicians in local and central government; leadership development for local, devolved and national elected politicians, and for public managers; leadership to create public value, leadership in healthcare, local government and policing, and leadership in post-conflict societies. She has researched police leadership to create public value, and is currently researching how police work with politicians. She authored the MOOC on “An introduction to public leadership.

Jean has researched and written about individual and organizational learning, and how learning and innovations are shared within and across organizations. She led the recent research project with MOPAC on improving the transformation of police learning and development. Jean has written seven books and numerous articles on leadership, innovation in governance and public services, organizational change, and public value.

Jean was a member of the Berwick Advisory Group which advised the Secretary of State for Health in July 2013 on improving patient safety in healthcare, including leadership, following the Francis Report. Jean has been a member of the Sunningdale Institute of the (then) National School of Government. In 2019 Jean was awarded the British Academy of Management Medal for outstanding research and in 2020 the Lifetime Achievement Award from the International Research Society on Public Management. She is a Visiting Professor at the Australian and New Zealand School of Government, and for five years was a Visiting Fellow at the Harvard Kennedy School of Government.

About the webinar

Organisational cultures which promote and encourage continuous learning and development are often described and sought. In spite of the significant benefits expected, most organisations face considerable challenges in realising the utopian state, whereby they repeatedly and sustainably create, acquire and transfer knowledge.

Is the learning organisation a dream too far and merely a fairy tale or only attainable by those who truly believe and invest? The presentation explores the benefits and inhibitors to developing such cultures and the specific roles that invested leaders ought to be playing to make the happy ever after ending a reality.

About the speaker

Working within the steel industry, Mark enjoyed more than 13 years’ experience as a senior leader working across several large, complex, multi-site organisations. During his career within Tata Group, Mark held lead roles across the UK within industrial relations, change management, reward and organisational development. Prior to joining the Force Mark’s most recent position was Head of Capability, Talent and Training for Tata Steel UK.

In his role at South Wales Police, Mark provides leadership and strategic direction for workforce development. As the Chief people officer, he is responsible for a diverse people service function including safety, occupational health, human resources, employee engagement, organisational and learning development.

In addition to his role in Force, Mark is the lead for human resources and learning and development collaboration across the 4 Welsh Forces. He is also the National Police Chief’s Council (NPCC) portfolio lead for learning and development and the National Police Forum, CIPD lead for Leadership & Organisation Development.

Mark is a Chartered Fellow of the CIPD and a member of the Industrial Law Society. Mark graduate with an MA in Geography, from the University of St Andrews, a Masters (MSc) degree in HR Management and more recently a Master’s Degree (LLM) in Employment Law and Practice.