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Interview: Why ongoing learning is important for managers

We spoke with Keren Jamieson, Learning and Organisational Development Manager at Alternative Futures Group Limited about why learning is important at all levels and how she continues her own professional development.

ԭζÊÓƵ (SfC): Hi Keren, tell us more about your background and your current role.

Keren Jamieson (KJ): I didn't start out in health and social care at all. I’ve worked across a wide range of industries from chemicals and nuclear to retail, construction, and transport. I first joined the social care sector five years ago in the role of Learning and Organisational Development Manager​​​​​​​ at Alternative Futures Group Limited.

I decided to move into the social care sector because I have a younger sister with complex needs, so I'm a support worker for her at times. It felt like it was time to do something in my career where I was getting something out of it as well – not just delivering work for a business but doing something that made me feel good.

My role is very varied leading on the design and delivery of our learning and organisational development activity.

SfC: You recently completed your Master of Science (Msc) in Business and Organisational Psychology, what did that involve?

KJ: It was hard work. I completed the course over four years using distance learning and it covered a broad range of topics, with regular assignments for each of the topic areas covered. I was still working full time alongside completing the degree.

What I enjoyed most was the ability to apply the learning from the course to real life situations in the workplace.

My manager was my mentor for the course, and he was there every step of the way. I think it’s important to have that support from your line manager.

SfC: What made you decide to do the degree course?

KJ: Personal development really was the main reason. I'm such a learner; I'm always reading, I'm always needing to know more.

I took the course to build my knowledge of psychology in the workplace, across factors such as wellbeing, motivation, engagement, training, and leadership. It’s helped me with so many skills from research planning skills, writing skills, and communication skills.

SfC: How else you do you support your ongoing learning and development?

KJ: I’ve signed up to lots of newsletters such as ԭζÊÓƵ and Care Quality Commission and I go to the quarterly meetings with the ԭζÊÓƵ locality manager for my area. I think it’s a good opportunity to meet people in similar roles and learn from each other.

I do a lot of webinars as well, and I read a lot of academic articles, journals and case studies.

SfC: Why is ongoing development for managers so important?

KJ: I don't think you can be a great leader unless you’re learning, because your skills and your knowledge can get out of date quickly. So, I think to stay ahead of the game, you need to be proactive. You need to look after yourself if you want a career and you want to develop. And if you want to have a well-led team and deliver good quality, then you have to invest in yourself too.

SfC: What advice would you give to managers who are not sure they have time to prioritise learning?

KJ: I do think your organisation and your line manager play a big part in setting an example for learning. Alternative Future Groups is dedicated to learning, and in my role, I have the opportunity to influence that.

In terms of finding the time, I work from home so because I'm not doing as much traveling, I have time to read and I’m more than happy to eat a sandwich and watch a video or read something during my lunch.

If I'm out and about, waiting for an appointment for example, then I’ll read something on my phone. I think it’s about getting into the learning mindset - you've got to be inquisitive about things.

SfC: How do you support learning and development for the wider team?

KJ: We were proud to be awarded the Princess Royal Award at the end of last year which is for organisations that are delivering outstanding training and development programmes. The award we got was in recognition of our new starter process and induction, which includes delivering our induction training in-house and creating learning pathways for all our new starters, so they know what the mandatory training is for the first six months.

For our existing staff we offer ongoing training too including mandatory training courses; our online knowledge hub; and programmes for our managers at all levels through apprenticeship programmes, which allow staff to complete their Level 2 to Level 5 qualifications and hopefully progress into new roles. At the moment, I’m finalising training programmes for executives/senior leaders and middle managers which will run over the next year.

We have a very high-performing Learning team, and I think a big part of that has been finding people who are the right fit for the organisation and who have the same values and work ethic as we do.

SfC: Personally, what do you want to #KeepLearning through 2023 and beyond?

KJ: I think for me the question is what’s next? I’ve considered doing a doctorate though that is likely to be a few years away, and to just keep developing my knowledge of business psychology and applying that to our workplace.

Find more information and inspiration about learning and development with our #KeepLearning spotlight.

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