1. To train or not to train? That is the Question!
Outstanding Care Forum 19th July 2018

2. Why is CAHSC asking about your learning and Development?
CAHSC's main focus is to support workforce development in the adult social care sector by securing and distributing funding for
learning
training
Development
We therefore need to hear from you to inform our work.

3. Why do you train your staff?
Training for staff has frequently been offered as a solution to instances of poor quality care and abuse (Faulkner, 2012; Cavendish, 2013). However, Manthorpe et al. (2011) maintain that despite the large amounts of money spent on Adult Safeguarding training, very little is known about what kind of training works and for whom. (Leverton & Elwood 2018)

4. How do you support your staff/teams to transfer their learning into practice?
“The workplace, its structures and core messages need to support staff in putting learning into practice. The attitudes and culture of the workplace need to align with messages from training.”
(Pike and Wilkinson, 2013)

5. How much of staff training has an impact on the culture and quality of your services?
Moore (2017a) suggests several factors that affect the transfer of learning into practice, including a ‘task’ focussed approach to care, staff stress levels, and the inherent power imbalance between professional workers and those with care and support needs (Leverton & Elwood 2018)

6. What are you getting when you purchase ‘accredited’ training?

7. How do you develop your training plans?
‘If poor performance results from a lack of staff knowledge or skills, training can be provided. If it results from other factors, e.g. organisational, social, resource, managerial or attitudinal, these must be addressed accordingly’ (McKenzie et al 2002)

8. Do you set an annual budget for your training?

9. How do you compare the effectiveness of free training vs training you have paid for?

10. Do you design  or influence  the content of the training programmes you use / commission ?
Delegates must perceive a close relationship between training content and their job role in order for transfer to occur (Burke and Hutchins 2007).

11. How do you decide which learning and development/training provider you use?
Moore also questions whether the calibre of the training purchased or accessed is scrutinised, either by provider organisations, or by those who commission them (Leverton & Elwood 2018, Moore17a,)

12. In an ideal world, if you had a limitless pot of money for training, what training would you purchase for your staff?
Of that list, which three would be priority and why?

13. If you don’t can you tell us why you don’t?
Do you claim workforce development fund to support your staff training budget?
WDF is distributed nationally by Skills for Care and care partnerships are eligible to bid for funds for their area. CAHSC are the care partnership for Cornwall and the Isles of Scilly.
If you don’t can you tell us why you don’t?

14. Burke LA and Hutchins HM (2007) ‘Training transfer: An integrative literature review’. Human Resource Development Review 6 (3)
Faulkner, A. (2012), ‘Prevention of abuse: a brief review of the literature’, Journal of Adult Protection,14 (1) 35-8.
Leverton, C; Elwood, A. (2018) Ensuring effective training for Local Safeguarding Adults Boards, Research In Practice for Adults, RiPFA
Moore, S. (2017a) ‘You can lead a horse to water but you can’t make it drink: how effective is staff training in the prevention of abuse of adults? The journal of Adult Protection, Vol. 19 No.5 pp
Pike, L; Wilkinson, K (2013) How to get learning into practice: practice tool; Research in Practice for Adults, RiPFA