INTRODUCTION
There are a number of powerful drivers for the introduction and maintenance of programmes related to continuing professional development (CPD). Spiralling rates of change in markets and market forces compounded by a statutory responsibility to the Personal Investment Authority (PIA) require considered strategic approaches. Providing CPD on the job is both time-consuming and costly. Not being able to evaluate and thereby formally to recognise the benefits of CPD activity is, therefore, problematic. In addition, there is a growing awareness by individuals, of the need to participate in CPD-related activity. These reasons include becoming more marketable, career development and enhancing standing in the workplace. This paper reviews an established CPD scheme and seeks to identify the problems and benefits of participation for the organisation and the individual.
At a business performance level it was found that CPD was able to support an improved, flexible response to changing business needs. Yet given its potential it does not appear as a formal part of the organisation’s strategic approach to business or people development. The conclusions are that because of the unstructured nature of CPD-related activities it is difficult to evaluate effectively and consequently is underappreciated within the organisation. Neither is attributing improvements in performance to CPD straightforward. Nevertheless, because participants perceive clear benefits it is highly valued.
The paper goes on to suggest that the mandatory approach adopted by the PIA is not necessarily in step with the needs of the organisations it seeks to serve in a strategic people management sense and that an integrated approach to CPD by employing organisations should be encouraged. The purpose would be to provide greater clarity of the beneficial outcomes accruing to the individual and organisation and thereby to encourage a greater commitment to voluntary participation.
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