7 Habits of an effective CPD Professional Presentation Objectives - - PDF document

7 Habits of an effective CPD Professional

Presentation Objectives

• Update you on what is happening within the sector!
• Compulsory vs. voluntary schemes
• Benchmarking your scheme against the alternatives available
• Good practice examples
• Defining success though outputs and outcomes rather than just inputs
• Ensuring CPD produces measurable changes in behaviours and practices
• Critically assessing the impact of CPD on membership
• Making your CPD programme a critical part of your case for membership
• Inform and inspire your future CPD-related policy and practice
• An opportunity for questions and answers

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Well known examples include: Agricultural Industries Confederation Association for Project Management British Bankers' Association British Medical Council British Retail Consortium British Psychological Society Chartered Institute of Architectural Technologists Chartered Institute of Personnel Development Chartered Society of Physiotherapy College of Optometrists Confederation of British Industry Council of Mortgage Lenders CPD Institute Crafts Council e-skills UK Engineering & Technology Board Energy Industries Council Finance & Leasing Association Home Builders Federation General Medical Council General Optical Council Institute of Certified Public Accountants in Ireland Institute of Payroll Professionals Institute of Healthcare Management Landscape Institute Professional Lighting & Sound Association Royal College of Radiologists The Higher Education Academy The King's Fund The Open University

What is CPD?

Cable Price Downer Capacitance Power Dissipation Central Processing Department Cephalo-pelvic disproportion Certified in Plumbing Design Certified Professional Drycleaner Certified Professional Designer Cherry Poppin‘ Daddies Chicago Park District Chicago Police Department Chronic Pulmonary Disease Collection Processing Dissemination Columbus Police Department Commission on Presidential Debates Common Picture Display Concert of Parties for Democracy Construction Products Directive Conditional Probability Distribution Congress of People's Deputies Contact potential difference Customer Promise Date Cycles Per Degree Cyclobutane Pyrimidine Dimer Cyclopentadiene Carmel Police Department Common Path Distortion

None of the above!

Continuing Professional Development

‘The systematic maintenance, improvement and broadening of knowledge and skills, and the development of personal qualities necessary for execution of professional and technical duties throughout the individual’s working life’ (Construction Industry Council, UK, 1986) Ensuring:

• Maintain competence
• Members keep up-to-date
• Improve and broaden knowledge and skills
• Support future professional development
• Develops personal qualities necessary to execute professional and technical duties
• Maintain skills & behaviour

A new concept? No…

It has been around in various guises for a very long time.

It is only been over the past 25 years that ‘CPD’ (once widely known as CET) has been formalised, endorsed and adopted by professional membership bodies. A potted history:

• 1850: Professionals met up in coffee houses to discuss practice and share notes
• 1984: IPM (now CIPD) created a Policy Statement on CPD
• 1986: Construction Industry Council (CIC) defined CPD
• 1990: UKIPG CPD Forum set-up
• 1999: CIC definition adopted of CPD most commonly cited definition (Friedman et al)
• 1995: CPD become a requirement for all practicing CIPD Members
• 2000: IPD was granted a Royal Charter – Now CIPD
• 2009: Aspirations to move from input to output and outcome-driven CPD schemes

Some stats to get us started…

A UK perspective: 85% have CPD Policies in place

• 20% compulsory schemes (increased by 3% since 2003)
• 20% obligatory
• 43% voluntary
• 14% mixed

66% measure CPD (much higher in countries like Australia/Canada)

• 28% input-based (60% in hours/24% in points/12% Other)
• 20% output-based (competency-based/reflective/peer review etc)
• 17% combination
• More measurement in other countries like Australia/Canada

(Source: 2007 PARN CPD Survey)

More stats & observations…

• Smaller bodies tend to have input-based schemes whilst larger bodies have
• utput-based schemes (possibly due to resource issues)
• Health, Finance, Law, Business and Management – Mostly input-based

schemes

• Engineering, construction education, media – Mostly output-based schemes
• Professional bodies with regulatory responsibilities appear to currently

favour input-based schemes

• 88% of professional bodies keep a record of members activities
• 47% require evidence of planning
• 39% require evidence of reflection
• 11% require no evidence at all

(Source: 2007 PARN CPD Survey)

What do our members think?

• 69% see CPD as either positive or very positive
• 73% see CPD (if undertaken online) as either positive or very positive

On the positive side:

• 88% of professionals believe it is their duty as a professional to do it
• 84% of professionals believe it improves their performance

On the not-so positive side:

• 74% do it because their professional/regulatory body requires them to do it
• 48% do it because their employer requires them to do it on an occasional basis

(Source: PARN Online CPD Survey) Enough stats – Let’s get on to the Habits!

Habit one: Ensure your CPD scheme is fit-for-purpose via analysis of

• ther offerings within the

sector…

Input…

• Mainly points or hours
• May depend on career stage (E.g Council of the Bar – first 3 years =

45 hours, then 12)

• Usually specified within a year or a fixed longer period
• Limited number of activities that count
• Formal and informal activities
• Verifiable and non-verifiable
• Accredited providers/agencies

Input-Based Schemes

Advantages:

• Simple & easy for our members to understand
• Implemented relatively easily
• Low costs compared with output-based schemes
• Recognised as ‘THE way to administer CPD’ internationally
• If CPD is administered for personal development there is no need for output to be

measured Disadvantages:

• Easy to abuse (ZZZZzzzz or ‘Let’s Shop!’)
• Test culture in the UK: Merely attending is not enough!
• Individuals not monitoring how they are developing
• Traditionally not well monitored by professional bodies

A word from Oz…

‘Place much more emphasis on the outcomes of CPD rather than the inputs. The outputs are more important. The number of hours devoted to CPD is admirable but Probably mostly because it is mandatory. What you as a Practitioner achieve is the key factor. There is very little correlation between the inputs and outcomes. You can learn something brilliant in five minutes that is of immense value and importance to the way you carry on Your practice.’

(Barrie Brenna, Academic, University of New England, New South Wales, Australia)

Output-based Schemes

• Relatively new activity
• Not well understood
• Extent to which it takes place somewhat unknown
• Some professional bodies have not heard enough about the concept

How can we capture, measure, assess and moderate?

• Self-assessment
• ePortfolios
• Qualitative Statements
• Questionnaires
• Numerical scales
• Exams
• Peer Review (a favourite for members)
• Client Questionnaires
• Assess critical competencies (crude)
• Analyse and review action plans against achieved results

Output…

Advantages:

• Attempt to measure what CPD is intended to achieve
• Individuals can monitor and reflect upon their own progress and set targets
• Professional body can monitor progress of members
• Provide benchmarks
• Shows competence is a high priority for professional body (incompetence example)
• Professionals more in control of learning rather than the professional body

Disadvantages:

• Confusing due to many output-based approaches out there (inter-profession)
• Developing schemes may lead to changes in practice that may confuse the general

public

• Little systematic evidence that CPD leads to substantially improved practice
• Output possibly subjective if not audited or regulated enough

Is output the new input?

International Federation of Accountants (IFAC) Report – Approaches to CPD Measurement

• Output viewed more favourably - 100% favoured it!
• 2 out of 15 unaware of such schemes & keen to learn more!
• One organisation - ‘epiphany’!

‘I definitely see the benefits of output now, almost to the point where I wouldn’t be bothered if we scrapped points altogether. So I’ve done a 180 degree turn around over the past couple of years, and now I see the importance of the ‘soft and fluffy’. So do I have to go down one route or the other? No! Consider a mixed approach…

Route 1: Unit Route: 40 units - All learning ok as long as it is career relevant, an explanation of application of learning can be made, and evidence that it actually took place. (Input) Route 2: Employer Route (input/output): If a member works for an ACCA Approved Employer the employer bears the responsibility for offering relevant CPD opportunities. Route 3: IFAC Route (output) - If a member belongs to (and is a full member of) another IFAC Body member and the body's CPD policy must be compliant with IFAC's International Education Standard . Route 4: Unit route (part time/semi retired). If a members are employer For less than 770 hours p.a. they can complete 19 hours of non verifiable CPD

An annual declaration is signed by members and a sample of the Membership is audited annually.

‘ACCA's approach to CPD has been extremely successful, with just under 100% compliance each year since its inception in 2005. Feedback from a 2008 CPD survey indicates that members see two key benefits in undertaking CPD: it helps them maintain their knowledge and skills, and it helps them to maintain professional and ethical standards. We see ongoing learning and development as a must for all ACCA professionals – and the combination approach we have designed allows members to enjoy flexibility in terms of the learning they choose to undertake.’

(Sara Llewellyn, Professional Development Manager, ACCA)

Also see: Institute of Chartered Accountants Ireland & South African Institute of Chartered Accountants

Habit Two: Consider outcomes as well as inputs and outputs

Input – I went on a training course and gained 2 CPD Points – And what do points win? Prizes! Well, perhaps confirmation of fitness to practice or re-accreditation! My employer paid a lot of money for me to attend this conference Output – I went on a training course, I passed a multiple choice test afterwards and reflected on my learning. Good for you! In my appraisal my supervisor was able to confirm that I had attended a conference and passed an end of course test. Outcome – I went on a training course, I passed a multiple choice test and afterwards, reflected on my learning afterwards, I changed a procedure in the workplace and my employer is benefitting substantially.

PLUS

• I have adapted the way I work for the better
• It has revolutionised the way I work
• It has made me more efficient
• It has made me realise that there are still gaps and this will impact
• n future CPD

And the above have led to positive and measurable results that have impacted positively on:

• Myself
• For my clients/patients/employer
• My profession
• My professional Body
• The general public

Surely this is what CPD should be all about?

Habit Three: Critically analyse the impact your CPD scheme is having

• n your membership

Introducing the concept of: Professional Development Value (PDV) The higher the PDV the more impact CPD has had on an individual’s professionalism. Let’s look at the model…

How? By using the PARN CPD Measurement Model!

Knowledge Behaviour Effects

Planning Action Results Reflection

PDV measurement level 1 2 3 5 4

Input Output

Planning

• 1. Simple diary
• 2. Basic plan
• 3. Loose competency link
• 4. Online Planners
• 5. Professional Frameworks/Skills

Gap Analysis

Action

• 1. Do it
• 2. Weighted points and evidence of

participation

Results

1-2 – Vague self-assessment 3 – Audit/Structured self-assessment 4 – Objective scoring 5 – Peer and mixed assessment techniques

Reflection

1-2 – Happy/Unhappy 3 – Structured group reflection 4 – Completion of templates 5 – Questions linked to competencies, build a competence profile

Habit Four: Strive to deliver new and flexible CPD opportunities that are both relevant and fit- for-purpose

We don’t all look the same, think the same or carry out our work in exactly the same way - so let’s not try and fit square pegs into round holes! ‘CPD is about the individual. It is for an individual. CPD is about stimulating and facilitating individuals to learn. Others can help with this. CPD is not primarily about qualifications, curricula, examinations or testing. Essentially it is about motivating myself and others to continue to learn.’

David Pierce Associate Director – CPD, Centre for Recording Achievement)

Traditional delivery vehicles:

• Events (Conferences/Lectures/Seminars - Fixed)
• Publications (Inclusive/Paid – 24/7)
• Website (Member Area – 24/7)
• CD-ROM (24/7)
• Email submission – 24/7
• Workplace training – With the working week

What is the best vehicle? Pros/Cons depending on the profile of your Membership. Let’s look at some new vehicles…

Web 2.0 (good for formal & informal)

Webinars, Web Seminars, Virtual Meetings, Virtual Events

• Live – multiple speakers in multiple locations around the world
• Interactive – delegates can vote, ask questions, answer questions
• Virtual ‘Break-out’ rooms (SIGS) – enabling interaction with peers
• Recordable – Therefore flexible and available for future members
• Q&A opportunities – Fully interactive
• Getting cheaper – Currently approx. £450 per month

Blogs (good for informal learning)

• Chartered Institute of Bankers in Scotland
• General Teaching Council Scotland
• Institute of Revenues
• NelsonCroom’s Blog

Podcasts (good for informal)

• Institute of Fundraising

Let’s not get carried away with technology for technology’s sake!

• Do not go web mad if this is not the best vehicle for your membership
• Set-up costs can be high
• Perhaps these new vehicles are best used for informal learning
• Is your membership ready for this kind of learning?

When considering online delivery, don’t ask “Is online better than what we do at the moment?” but rather, “Are there enough people who would be likely to find it easier to complete their CPD this way (part-timers, people in rural areas, younger people, women)?”

Jacqui Nelson

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New online CPD opportunities do carry a risk:

• Understand the risk
• Ensure stakeholders involved have experience & are competent
• Careful of surveying members – Bit by bit approach
• Choose partner organisations carefully and share risk if possible

Case study: Certified Public Accountants Ireland

• 1/3 of membership female
• A lot of individuals taking part in flexible working
• A 2-day conference in Dublin is probably not the best CPD vehicle
• A flexible online learning opportunity is much more palatable
• 42% did ‘some’ or ‘more’ CPD online
• Over 65% of the female segment did ‘some’ or ‘more’ CPD online

Habit Five: Promote CPD to members and non-members in innovative ways!

• Provides members with a competitive advantage/USP
• Differentiate from the competition
• Earn more money and better prospects!
• Good to be up-to-date in current financial climate

Promote the value of members’ skills to your sector – Show your members you are out there promoting their interests! Cost-effective alternative learning opportunities that employers can provide indirectly via professional membership orgs. ‘Remember that CPD gives you a completely unfair advantage over others in the business of making more of your life and career. Why would you not do it?’

(David Magginson, Professor of Human Resource Development, Sheffield Business School and author of CIPD CPD Book)

CPD-related Information that should be promoted but isn't!

It should not be promoted like taking medicine!

‘What websites and bulletins/newsletters usually tell me about CPD is that it is really 'medicine'. You take it (or consume it) and it will be 'good for you' (so we are told). Or it will allow you to use a title or just feel some sense of accomplishment.’ ‘Let's try to make CPD – in print as well as practice – a happier part of being a professional.’ ‘My best CPD Experience’ section on website’

• Text heavy CPD content on websites
• Monotone and uninteresting wording
• Sometimes confusing/over complicated
• Instructions, instructions, instructions!
• Simplified instructions
• Member-friendly exemplars and FAQs
• Interactive information & advice

Habit Six: Dont go recording mad just for the sake of it!

(Thinks about when is best for your members to record and reflect upon their CDP)

Case study: CPD with incentives - Higher membership grades/Chartered status

• A senior independent consultant
• Created competency frameworks for 5+ membership organisations
• An Associate Member of a number of professional organisations

So why is he only an Associate Member? Answer: Too many hurdles to jump-over over, I simply don’t have the time to compile detailed records and to be honest I have other more important fish to fry. Reasoning: Cost (mainly in terms of time) outweighs the perceived advantage. Opportunity cost to membership organisation: Opportunity cost in revenue and what would be a great Chartered Member.

So when is a good time to reflect on CPD?

• Straight after?
• Every week?
• Every month?
• Every year?

Perhaps the best time to reflect objectively is at the end of a particular period or cycle rather than straight away (lecture feedback forms etc). May be we should be encouraging members to keep much simpler records (either hardcopy or online):

• What did you do? (after event)
• When did you do it? (after event)
• Why did you do it? (after event)
• Have you or will you use/apply this learning? (periodically)

Add a peer review element to this recording and you have an outcome-based CPD scheme in operation and it has not cost your organisation an absolute packet!

Habit Seven: Use CPD strategy to aid & maximise member recruitment and retention

CPD still seen by many as a ‘necessary evil’, required in order to retain membership of their professional body or practice in their chosen profession. Come over too heavy – Members may leave Come over to liberal – May not be respect by membership and low participation An ineffective CPD strategy means there is little or no governance over the member’s ability to provide their services to the required standard. The customer of the member’s services may have no faith in the membership body’s ability to enforce their case against that member’s professional competence.

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The key is to sell the benefits to members and potential members to improve active

• participation. Benefits:
• increased, retained membership along with the revenues that membership growth brings
• more loyal members, acting as advocates to recruit other members
• assurance provision to the end consumer that the competence of the membership

community is taken seriously. Active participation can be achieved by ensuring that there is more to the CPD program than just a record being prepared for annual audit. This includes:

• providing easy and (where possible) free access to CPD tools, content and courses
• creating a CPD community where knowledge sharing is encouraged – ‘I want to belong!’
• providing a holistic view to professional development where personal development

plans, tied into predefined learning outcomes, can assist the professional in career progression and increased earnings. This enables benefits outside of the maintenance of a CPD record to be realised.

Review of habits

1: Ensure your CPD scheme is fit-for-purpose via analysis of other schemes out there… 2: Consider outcomes as well as inputs and outputs 3: Critically analyse the impact your scheme is having on your membership 4: Strive to deliver new and flexible CPD opportunities that are relevant and fit-for-purpose 5: Promote CPD in innovative ways! 6: Do not go recording mad for the sake of it! 7: Use CPD strategy to aid & maximise member recruitment and retention

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