ABSTRACT
Managing continuing professional development (CPD) in health and social care involves a complex landscape incorporating legal, professional and organisational requirements as well as the needs of the individual concerned. In leading learning, the manager needs to balance organisational requirements with the personal learning needs of each employee and the demands of managing a team. Considered within the leading learning model, appraisal is not about individual needs. Appraisal can become a top-down bureaucratic process in which the individual’s learning needs, as they relate to their own priorities, goals and sense of career trajectory, are secondary or go unaddressed. Formal learning, such as training courses, can enable practitioners to consider alternative perspectives, to critique and to challenge practice. It is clear from such recommendations that good induction is closely related to supervision, appraisal and CPD plans. In recent years, supervision has shifted from a luxury item in the health and social care workplace to a basic need, central to practice and development.
