Employee Professional Development Policy image

Policies / Employee Professional Development Policy

1.0 Policy Statement

LI Europe Ltd (“the employer”) is committed to enriching employee capability and maximising the strengths of every employee. It invests in employee learning and development, providing a range of opportunities aligned to the needs of the business, our clients, the team and the individual.

The success of our business is due to our employees performing at a consistently high level with each person continually developing and growing professionally in an ever-changing environment. LI Europe Ltd is dedicated to developing, growing and retaining talented people and so invests heavily in their development.

LI Europe provides regular opportunities for employees to review their progress against goals, celebrate success, recalibrate goals in response to change, and provide support to ensure goals are achieved. All employees have access to learning and development opportunities that align with current and future business needs.

2.0 Establishing Goals

Line managers are encouraged to share the vision and values of the organisation, considering ways in which they and their team can contribute to achieving that vision and strategic plan. Employees are encouraged to consider themselves as drivers of their own performance and are therefore encouraged to consider how they can best contribute to the organisation’s success, identifying their own goals and highlighting their development needs. Individual goals should detail their individual contribution to the vision, utilising and building on their strengths. Goals should be stretching enough to support the employee’s development journey whilst also being realistic. They should be specific, measurable, achievable, realistic and time bound.

3.0 Progress Reviews

Employees are encouraged to self-assess their performance throughout the year and agree regular review dates with their manager, enabling progress towards goals to be discussed, support and guidance offered, and appropriate praise given. Managers are also encouraged to be available to employees for them to seek advice as required.

Feedback should highlight strengths, areas of development and associated opportunities. If an employee does not make satisfactory progress the line manager should:

  1. Gain an understanding from the employee’s point of view, including any challenges that they faced.
  2. Provide clear feedback outlining all concerns.
  3. Provide opportunity for the employee to discuss concerns.
  4. Clarify expectations and agree any support interventions.
  5. Consider any further learning and development opportunities that may assist them.
  6. Explain the potential implication if satisfactory improvement is not achieved.

Employees are encouraged to seek advice from a colleague if they have concerns regarding their progress.

Where satisfactory performance progress has been achieved, the performance process will continue in the usual way.

4.0 Appeals

If an employee is aggrieved with the way that their performance discussion has been undertaken, they may follow the LI Europe Grievance Procedure.

5.0 Related Policies

  • Continuity Plan – LIEURAPP22001.
  • Equality & Diversity Policy – LIEURAPP22002.
  • Safeguarding Policy – LIEURAPP22003.
  • Prevent Duty Policy – LIEURAPP22004.
  • Health & Safety Policy – LIEURAPP2205.
  • Complaint’s policy – LIEURAPP22006.
  • Accreditation of Prior Learning – LIEURAPP2207.
  • Quality and High Standards in Apprenticeships Training – LIEURAPP22008.
  • Teaching, Learning and Assessment Policy and Procedure.
  • Examination and Assessment, Internal Verification and Moderation Policy.
  • Fraud, Bribery & Corruption.
  • General Data Protection Regulation (GDPR).

For further information on our policies please call LI Europe on 0333 456 1988 or email us – contact@li-europe.com


A key learning for me was that delegation is as much about the development of others as it is removing an action from my list. I now think of delegation as an opportunity for my team to develop and try new things. The more I do it, the more effective it is. Delegation is now one of my key management tools.

Front Line Manager on Aspire Programme

That’ll never work [about the modification]...

[2 hours later]... That’s a good idea.