Pathways

Career Path Development

(CPD) Handbook

Unleash your potential!

Prepared by: Organisational Development| January 2021

@Copyright 2021 Version 1 – All Rights Reserved

Contents
INTRODUCTION .................................................. 2
CAREER DEVELOPMENT IN VERSION 1 ................ 3
VERSION 1 CAREER PATHS.................................. 4
IT IS YOUR CAREER............................................. 6
CPD LEVELS ......................................................... 7
CPD MATRIX ........................................................ 8
UNDERSTANDING YOUR CPD LEVEL .................. 10
UNDERSTANDING YOUR CPD STAGE.................. 22
HOW DO I PROGRESS MY CPD? ......................... 23
BUILD A CAREER DEVELOPMENT PLAN .............. 24
CPD CHANGE PROCESS ...................................... 24
HOW DO I ACQUIRE NEW SKILLS? .................... 25
PROGRESSING THROUGH CPD? ......................... 27
UNLEASH YOUR POTENTIAL .............................. 28
CPD – TOP 10 CAREER TIPS .............................. 29
CPD Handbook

Introduction
One of the most important responsibilities a person has in
their career is their career development. Yet many choose to
leave it in the hands of others and even, at the extreme, see it
as someone else’s responsibility. Your career needs to be self-
determined, planned, and nurtured. Pathways is Version 1's
career model built around empowering and supporting
employees in developing the skills and knowledge they need
to grow their careers and deliver great service to our
customers. Pathways makes it easy for employees to assess
where their skill gaps are and understand how to fill them. This
is done through learning and experience - both on the job and
through training and development. The Pathways Model is
holistic, designed around the full life cycle of your career and
is based primarily on skills acquisition and skills application so
you can even use it outside of your career with Version 1.

The CPD Framework forms a significant element of Pathways. This Framework sets out the various expectations
of you at the different CPD levels which provide the basis for your career journey in Version 1. For CPD to
succeed, commitments are required from both you and Version 1:

You commit to
✓ living the Core Values and using them to excel in your career.
✓ understanding the Pathways Model and the supporting mechanism, one being the CPD Framework and
competencies contained within each of the CPD Levels.
✓ push yourself to unleash your potential.
✓ self-determine your future, start by engaging in conversations with your manager.
✓ performing to the best of your abilities in delivering the company mission.
✓ undertaking certification, training and other skills development as required.

Version 1 commits to
✓ supporting you in achieving professional certifications.
✓ providing a learning environment which is mutually beneficial.
✓ continue to develop as a merit-based organisation which rewards those who perform.
✓ making time available for you and your manager to plan your career.
✓ continuing to grow as an organisation, thereby creating further opportunities.
✓ providing a diverse range of clients, careers streams and domains for you to pick from.
✓ fast-tracking careers where the required excellence and drive are evident.

By committing to the above, you have set yourself on the path of a successful career both in Version 1 and for
the future. We wish you well in your career with Version 1 and look forward to working with you to make it
successful and rewarding.

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CPD Handbook

Career Development in Version 1

The overriding objective is that all permanent employees of Version 1 will have a career path that will enable
them to enhance their skills and progress, while enabling Version 1 to plan and organise its people in the best
way possible to achieve its goals.

Career Development is central to life in the Version 1 Group and our Career Path Development (CPD) Framework
(now part of the Pathways Model) is built on a pragmatic approach containing the following principles:

• Applicable across the company - every permanent employee should have a career path.
• Be transparent and have absolute clarity built into the criteria for progression.
• Managers and employees will be responsible for co-actively managing career development.
• Be positive, proactive, and motivating.
• Align delivery functions with customer demands.
• Embed the Core Values, Vision & Mission at all levels.

The central tenet of career progression in Version 1 is that of constantly seeking out learning opportunities,
building new skills, and applying these skills every day for maximum performance. This is the true way to
achieving the highest levels of professionalism and advancement in your career.

Acquire &
Apply New High Maximum
Skills Performance Impact

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CPD Handbook

Version 1 Career Paths

The following lists some of the careers Version 1 offers ranging across the following paths:

Business
Technology Consulting Operation
Development
Cloud Platform
Software Support Sales Human Resources
Consulting

Business & Technology

Software Development Functional Consulting Marketing
Support

Infrastructure
DBA Account Management Administration
Consulting

Workforce
Testing Innovation Commercial
Management

Programme/Project
Data Analytics Finance
Management

Organisational
User Experience Business Consulting
Development

System Administration Advisory Services Legal

Identifying a career path or a variety of paths is only the start! Planning your career involves a long-term view
of where you want to be and what route you will plot to get there.

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CPD Handbook

At Version 1, a successful consulting career (and life-long employability) is built around multiple paths involving
continued learning, exposure to different domains and striving for maximum impact at each stage.

The Pathways Model allows you to choose to either specialise and gain deep expertise in a Practice/
Technology/Sector or focus on acquiring and applying a broad range of consultancy skills that will equip you to
move seamlessly between Practices working across multiple business areas and technologies.

This is reflected in the diagram below which shows some of the career choices open to you at Version 1.

• Software Development
• Project Management
• Infrastructure
• Business Analysis
• Business Support
• DBA
Multiple
• Sales Career Version 1
Paths Group

Multiple Multiple
Clients Domains
• Public Sector
• Private Sector
• Financial Services
• Education
• Not for Profit

The diagram is a guide to career planning in Version 1. During your career conversations, it is important you
discuss with your manager what career paths you wish to pursue, what domain you would like to build expertise
in and what CPD competencies or specialist knowledge you need to build.

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CPD Handbook

It is your career – you choose your pace,

direction, and future.
This requires you to answer questions such as:

• What Practice do I want to work in?

• Which Practice could I potentially have a more significant impact on?
• What career path do I want to develop in?
• What CPD level am I aiming to attain?
• How long will it take to achieve – what is my timeframe?
• What business domain do I wish to become an expert in?
• Which clients give me the most exposure and opportunity to develop?

Do not plan on maintaining the status quo, as in the 21st century you will face multiple career choices and it is
better to plan for these rather than let them happen by chance.

Acquire &
Apply New High Maximum
Skills Performance Impact

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 CPD Handbook

CPD Levels
Within Version 1 and the Pathways Model, there are 6 CPD Levels ranging from 1 (Career Entry) to 6 (Director
Level). Each level corresponds to a set of skills and it is this set of skills coupled with their application which
matters, rather than the role title. Most importantly, Pathways was created to ensure the focus is on acquiring
and applying skills for maximum impact in a way that is transparent and objective.

Role Titles
By now, you will have figured out that there is more to a career in Version 1 than “titles”. However, titles are
important in order for our customers and colleagues to know what it is you do and approximate your seniority.

Titles can be mapped to CPD as per the guide below. All titles must be agreed between HR and the Practice
Head

Role Titles
Consultant Senior Head
Associate Principal Director
Engineer Lead Architect
Assistant Manager Chief
Specialist Executive Snr Manager

1 2 3 4 5 6

CPD Level
These are the only titles in operation at this time. New titles may be added with prior agreement of your Practice
Head and HR.

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CPD Handbook

CPD Matrix
CPD is built on a matrix which is explained below. You can assess your skills in TalentGuard with your manager
through continuous career conversations. It is your responsibility to ensure you understand your CPD level and
the competencies associated with it, which are fully explained in this handbook in the section Understanding
your CPD Level.

Each role is assessed against the following:

• Expertise* – the Depth and Breadth of your chosen specialism
• CPD Competencies – the softer skills required for maximum performance.
• Impact/Accountability of the role – What is the difference you make?
• Primary Focus of the role – What you should not lose sight of everyday.
• Core Values & Mission – How you fit culturally with us.

*The CPD competency of Expertise represents the technical skills required on your Job Role in the TalentGuard
system.

The table above can be expanded into the following matrix. It is this matrix that should be used in discussions
with your manager, as a reference guide to assess your current CPD level.

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CPD Handbook

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CPD Handbook

Understanding your CPD Level

Level 1 – Team Member
A person at this level will work under the direct guidance and supervision of their team lead or a senior member
of the team. The onus is on the Team Lead at this level to drive the goal setting and personal development
process with the employee. The onus is on the employee to continuously learn on the job and complete tasks
to a high quality through applying a positive attitude, ambition and focusing on productivity. Impact is minimal
and maintained at task level.

Competencies

Productivity
Manages a fair workload, volunteers for additional work, prioritizes tasks, develops good work procedures,
manages time well and handles information flow.

Listening Skills
Listens attentively to others, ask clarifying questions, actively listens, stays open to other viewpoints, and
manages distractions and interruptions.

Self-Development
Seeks out and accepts feedback, is a proactive learner, takes on tough assignments to improve skills, keeps
knowledge and skills up to date, turns mistakes into learning opportunities.

Ambition
Targets and achieves results, sets challenging goals, prioritizes tasks, overcomes obstacles, accepts
accountability, always looking to improve, driver of own career path.

Positive Attitude
Prioritizes well, shows energy, reacts to opportunities, instils urgency in others, and meets deadlines.

Enthusiasm
Generates new ideas, challenges the status quo, takes risks, supports change, and solves problems creatively.

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CPD Handbook

Expertise
Keyword: Degree Level/Intermediate

An employee at Level 1 will be at the early level of their career. They may be a recent graduate or have minimum
experience in their field of work. They will possess a basic level domain knowledge early on (e.g. degree level),
progressing to intermediate level at the late stage.

Impact/Accountability
Keyword: Task

The person will undertake basic tasks within the team and will seek and require maximum coaching and
guidance. As they progress through the level, they will be able to carry out tasks on their own and with less
guidance. They will also begin to generate their own ideas on the team’s work.

Primary Focus
Keyword: Learning

Proactively acquiring skills to become a valuable contributing team member. Proactively seeks out personal
learning opportunities and is open to new ideas and ways of working. Seeks out and learns from constructive
feedback. Ensures that they align with the Core Values and Culture of Version 1.

Core Values & Mission

Keyword: Understanding

Displays comprehension of principles of Core Values and Mission. At the end of this Level, the Core Values will
be fully understood and appreciated.

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CPD Handbook

Level 2 – Contributor
A person at this level will be a fully contributing member of the team and will have competence in specific areas
of the team’s work. The employee will still require some guidance from a team lead or senior member of staff
but will generally be able to take on and complete detailed pieces of work. They take on more ownership for
goal setting and the personal development process themselves. The employee will develop both the depth and
breadth of knowledge in their field to be able to take on major pieces of work with limited supervision.

Competencies

Adaptability/Flexibility
Adapts to change, is open to new ideas, takes on new responsibilities, handles pressure, adjusts plans to meet
changing needs, and effectively deals with conflicting priorities.

Interpersonal Skills
Has good listening skills, builds strong relationships, is flexible/open minded, negotiates effectively, solicits
performance feedback, and handles constructive criticism.

Initiative
Tackles problems and takes independent action, seeks out new responsibilities, acts on opportunities, generates
new ideas, practices self-development.

Self-Organisation
Keeps information organized and accessible, maintains clean/functional workspace, works
systematically/efficiently, manages time well, attention to detail, volunteers for additional work, prioritizes
tasks, develops good work procedures, and handles information flow.

Problem Solving
Breaks down problems into smaller components, understands underlying issues, can simplify and process
complex issues, and understands the difference between critical details and unimportant facts.

Teamwork
Meets all team deadlines and responsibilities, listens to others and values opinions, willingly assists team
members who encounter obstacles, helps team leader to meet goals, welcomes newcomers, and promotes a
team atmosphere.

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CPD Handbook

Expertise
Keyword: Competent

Intermediate expertise which enables role ownership. An employee at Level 2 will be a fully contributing
member of the team and will be involved in the transfer of knowledge and training of junior staff. They will
possess an intermediate level of knowledge gained through qualification and relevant work experience. They
will focus on developing advanced expertise as they progress through the level.

Impact/Accountability
Keyword: Role

Fully understands the role requirements. Undertakes major pieces of work with limited supervision. At Level 2,
accountability extends beyond task to role ownership. This will involve undertaking major pieces of work with
limited supervision and developing to where no supervision is required. The Level 2 will be a key contributor
within the team and will be trusted in terms of impact on delivery and quality.

Primary Focus
Keyword: Quality

Excellent delivery of personal assignments to customers and colleagues. Fully understands the impact of quality
and strives to improve quality within their role. This includes on-time delivery of allocated work to an excellent
standard of quality.

Core Values & Mission

Keyword: Lives

Displays clear examples of living the Core Values and understands the Mission. Lives the Core Values and Mission
in their everyday role.

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CPD Handbook

Level 3 – Influencer
A person at this level possesses the expertise and personal skills to influence their team/colleagues and would
have developed particular competence in specific areas of the team’s work. As well as deep specialist
knowledge, they would have acquired a broad knowledge of areas outside of their specific competence. At this
level, influencing can take the form of leading, motivating or planning for a major piece of work. Direct
supervision is no longer required. The focus is on ensuring the excellent delivery of whatever work they and the
group undertakes. This level moves from living the Core Values to coaching more junior members on how to live
them.

Competencies

Team Leadership
Anticipates and resolves conflicts, turns team diversity into an advantage, uses unique team talents, defines
processes and goals, works for consensus. Provides feedback and coaching, takes mentoring role, challenges,
and develops employees, accepts mistakes, provides visibility/opportunity.

Client Leadership
Builds customer confidence, is committed to increasing customer satisfaction, sets achievable customer
expectations, assumes responsibility for solving customer problems, ensures commitments to customers are
met, solicits opinions and ideas from customers, responds to internal customers.

Creativity/Innovation
Generates new ideas, challenges the status quo, takes risks, supports change, encourages innovation, solves
problems creatively.

Influencing/Impact
Can make compelling cases for action/direction, understands the need for buy-in from a wide range of
stakeholders, can build empathy, and establishes rapport to pursue a desired course of action.

Coordinating
Ability to mobilize resources to achieve stated goals, ensures all stakeholders are aware of plans, objectives, and
obstacles.

Results Focused
Targets and achieves results, sets challenging goals, prioritizes tasks, overcomes obstacles, accepts
accountability, sets team standards and responsibilities, provides leadership/motivation.

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CPD Handbook

Expertise
Keyword: Influencer

Advanced knowledge in own field and broad knowledge in others. Influence team/client and adds value. An
employee at Level 3 will be seen as an influencer and will be involved in the transfer of knowledge across the
team/group. They will possess an advanced level of knowledge gains through qualification and deep relevant
work experience. They would have also developed a broad knowledge in other areas of expertise.

Impact/Accountability
Keyword: Project/Client/Team

Successfully undertakes major pieces of work/assignments without direct supervision. At Level 3, accountability
extends beyond one’s role to that of a team or a client. This may be accountability for the output of a small team
or project or for acting as the key player on a piece of work.

Primary Focus
Keyword: Delivery

Ensuring excellent delivery of work of a team or project group. At Level 3, the focus is on the overall delivery of
the team/client/project with which they are involved either through a leader role or as a key contributor
delivering personal assignments to customers and colleagues. Fully understands the impact of quality and strives
to improve quality within their role. This includes on-time delivery of allocated work to an excellent standard of
quality.

Core Values & Mission

Keyword: Leads

Leads the team by example in terms of Mission and Core Values. A Level 3 will also lead new and junior team
members in the Core Values and Mission, through example and raising awareness.

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CPD Handbook

Level 4 – Coach
A person at this level possesses the depth and breadth of expertise to drive improvements and add value in a
large customer, function, or division. At this level, the impact is much greater, be it working with larger clients,
more complex projects, or internal business processes. The focus is on delivering and on improving how we do
things. This requires the requisite expertise coupled with analytical, planning, and decision-making skills. A Level
4 will lead by example in terms of our Core Values and Mission.

Competencies

Project Management
Establishes project goals, milestones, and procedures, defines roles and responsibilities, acquires project
resources, co-ordinates projects throughout company, monitors project progress, and manages multiple
projects. Motivates and challenges employees, delegates effectively, rewards contributions, manages
collaboratively.

Client Management
Expands sales within existing accounts, focuses on customer service, develops relationships with key decision
makers, understands and responds to customer needs, tracks, and monitors account activity.

Decision Making
Recognizes problems and responds, systematically gathers information, sorts through complex issues, seeks
input from others, addresses root causes of issues, makes timely decisions, can make difficult decisions, use
consensus where possible, and communicates decisions to others.

Organisational Awareness
Organisation Awareness is the ability to understand and learn the power relationships in one’s own organisation
or in other organisations (client, partners, etc.) This includes the ability to identify who the real decision makers
are; the individuals who can include them; and to predict how new events or situations will affect individuals
and groups within the organisation.

Managing Performance
Applies clear/consistent performance standards, handles performance problems decisively and objectively, is
direct but tactful, provides guidance and assistance to improve performance.

Solutions/Improvements
Focuses on identifying solutions to blockages/difficulties, not happy with the status quo and seeks to improve
on current processes/practices.

Managing Complex Relationships

Develops relationships with and understands and responds to customer/stakeholder needs, shares information
appropriately, anticipates and mitigates conflict situations, builds, and maintains rapport through empathy and
authenticity.

Sales Management
Submits accurate and timely sales reports, maintains account records, uses samples/literature efficiently,
maintains company equipment, uses consultants efficiently, maximizes sales promotions and incentive
programmes.

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CPD Handbook

Sales Skills
Develops new business, identifies, and sells to customer needs, translates product features to benefits, has good
listening skills, is sensitive to customers, delivers effective presentations, negotiates well, uses closing skills
appropriately, develops sales skills.

Expertise
Keyword: Expert

Possesses both depth and breadth in their field to drive a large customer/function/practice. An employee at
Level 4 will be someone with deep expertise in their field. This will be backed up by a broad knowledge of other
areas which will have been acquired through significant experience.

Impact/Accountability
Keyword: Key Client/Practice

Responsible for and contributes significantly to delivering large projects and/or engagements. A Level 4 is a
senior role which can impact the company in a significant way either through managing a large client, practice,
or project, or through making significant improvements to current processes or improving the effectiveness of
how we operate as a business.

Primary Focus
Keyword: Continuous improvement

Working to improve on previous processes and methods across functions and clients. The focus is on
continuously working with teams and clients to see out ways to improve how we do things and how we deliver
on our Mission.

Core Values & Mission

Keyword: Coaches

Coaches practice members in Core Values and Mission. A Level 4 will act as a coach in our Core Values and
Mission. This will involve highlighting opportunities for inclusion in bids or projects or other communications,
promote examples of Core Values and mission in action and clarify where any confusion exists within the
practice.

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CPD Handbook

Level 5 – Leader
A person at Level 5 has acquired significant industry and specialist knowledge to enable them to operate across
the business and not just at a functional/departmental level. They hold an employer mindset and exhibit deep
organisational understanding. Their influence is strategic as well as operational and their impact is highly
commercial, where the focus is on maximising profitable outcomes for the business. This focus extends beyond
the immediate to longer term growth and profitability and developing plans which span the business with this
goal in mind. At this level, they drive the Core Values and mission across the organisation.

Competencies

Budgets/Cost Management
Plans for and uses resources efficiently, always looks for ways to reduce costs, creates accurate and realistic
budgets, tracks and adjusts budgets, contributes to budget planning.

Leadership
Leads through change and adversity, makes the tough call when needed, builds consensus when appropriate,
motivates and encourages others.

Managing for Results

Sets challenging and productive goals for team, keeps team accountable for actions, provides leadership and
motivation, provides resources and support, uses checkpoints and data to track progress, sets up systems and
processes to measure results, defines roles and responsibilities, motivates and challenges employees, delegates
effectively, rewards contributions, and manages collaboratively.

Employer Mindset
Sees oneself as an employer rather than an employee, always considers what is best for the organisation rather
than team/practice and displays the mindset in all through processes, decision, and actions.

Deep Organisational Understanding

Displays a deep insight into the workings of the organisation – it’s structural, function, process and political
structures and the complex inter-relationships between these, can operate within the organisation’s formal and
informal structures, builds allies and relationships across departments, uses allies to build consensus and create
results, is appropriately diplomatic, understands other roles and perspectives, can sell projects and ideas across
the organisation.

Commercial Acumen
Works to create the most profitable outcomes for the business, can work beyond budgets and understand
broader commercial impact, manages inputs and outputs to best commercial outcome.

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CPD Handbook

Expertise
Keyword: Master

Deep and broad knowledge combined with commercial awareness and the ability to influence at a Strategic
Level. A Level 5 possesses broad industry knowledge coupled with deep professional knowledge which is
rounded by commercial acumen and leadership skills.

Impact/Accountability
Keyword: Multiple Client/Large Function

Responsible for a significant line of business/function/practice. A Level 5 is a key driver of the business and can
impact company growth as well as profit and loss situations.

Primary Focus
Keyword: Commercial Growth

Managing to maximise profitable outcomes and driving growth agenda across the company. The focus is
primarily on commercial outcomes which are profitable and on devising functional/practice growth plans which
move the company closer to its vision.

Core Values & Mission

Keyword: Drives

Drives the Mission and Core Values across Practices. A Level 5 will be a driver of our Core Values & Mission
through constantly seeking to promote, reinforce and reference them across practices.

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CPD Handbook

Level 6 – Director
A person at Level 6 holds deep industry knowledge coupled with business acumen and excellent leadership
capabilities. At Level 6, the focus is on devising appropriate strategy to drive the business forward and aligning
internal resources to ensure the execution of the strategy. The focus in on the vision and how the business
moves forward achieving this as well as ensuring excellence in the execution of the Mission and Core Values.

Competencies

Strategic Thinking
Creates and communicates a long-term vision, balances short and long-term goals, keeps own and team’s work
aligned with overall goals, understands the market and can predict change, understands the industry and the
competition, creates and adjusts strategic plans.

Judgement
Collate diverse and often conflicting data regarding a situation/problem and organise this information into
meaningful information, assess the political and collateral implications of decisions on the wider organisation
and ensure that the best course of action ensues for the organisation.

Business acumen
Understanding and utilising economic, financial and market data to accurately diagnose business strengths and
weaknesses, key issues facing the organisation, opportunities for growth within the market and developing
sound business strategies around this understanding.

Insight/Wisdom
Uses one’s significant experience to arrive at the right answer within the detailed analysis or information
required at lower levels, has a ‘keen instinct’ for the business, intuitively knows the right direction in a difficult
situation.

Owner Mindset
Thinks and acts in a manner consistent with owning the business, possesses entrepreneurial thinking balanced
with considered risk analysis, always places the future security and development of the organisation foremost
in thought process.

Communications
Communicates excellently both verbally and in writing, creates accurate and informative business reports,
delivers compelling presentations, inspires others through sharing information and ideas, has excellent listening
skills.

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Expertise
Keyword: Visionary

Understanding the business to see future trends. Thought leader in field. A Level 6 possesses strong business
acumen coupled with deep industry knowledge and excellent strategic and leadership abilities.

Impact/Accountability
Keyword: Company Level

Decisions have major commercial or companywide impact, Devises company growth plans through working with
all key stakeholders on the long-term growth and success of the company.

Primary Focus
Keyword: Strategic Growth

Shaping and leading critical outcomes. Driving growth agenda across company/sector.

Core Values & Mission

Keyword: Inspires

Inspires the company to pursue the Mission and model the Core Values. A Level 6 inspires others towards the
Core Values and Mission throughout the organisation by using powerful communications, constant example
setting and ensuring that organisation decision making is aligned with our Core Values and Mission.

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Understanding your CPD Stage

CPD Stage Progression
Within each CPD Level, there are three stages – early, mid, and late. The CPD Stage Assessment model is
designed to help you and your manager position you within your CPD level to ensure you are continuing to
develop.

Early
You can demonstrate the CPD expectations at this Level most of the time but still require development.

Mid
You are comfortable in demonstrating the CPD expectations at this Level almost all of the time.

Late
You have mastered all the skills & competencies associated with this Level and continue to acquire and apply
additional skills and knowledge.

You and your manager can use this table to assess where you are in a current CPD level and what needs to be
done to move forward.

Early Mid Late

Master of all the
All skills/knowledge are Clearly competent in all of skills/knowledge of this level
Expertise evident most of the time the skills/knowledge and is acquiring and
but require development associated with this level applying skills/knowledge of
the next level
Will be comfortable Confident with any challenges
CPD Some competencies at this
dealing with most at this level & tackling some at
Competencies level will cause difficulty
competencies at this level next level
Is comfortable achieving all Easily achieves objectives set
Achieves most objectives
Impact objectives set at this level at this level and impacts at the
set at this level
and Impact is obvious next level
Achieves the focus output
Is evident in all thinking Has delivered output at the
Primary Focus in most areas of work
and aspects of work next level
effort
Are demonstrated at the
Always demonstrated at Always at this level and some
Core Values correct level most of the
the appropriate level of the next level
time
Requires no coaching at this
Coaching Requires a lot of coaching Requires minimum
level and is focused on next
Required on several aspects coaching on a few aspects
level coaching

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How do I progress my CPD?

Pathways at Version 1 is a continuous progression model which can be utilised to progress your CPD. This means
that we are constantly acquiring and applying new skills through our everyday roles and interactions. This
continuous progression may be either lateral or upward and the pace can be fast-tracked or self-determined.

It is vital that you have a career plan, set goals, and proactively pursue these in order for progression to
materialize, all of which can be managed via the TalentGuard system. There are no prizes for longevity or service,
and nobody is entitled to a position or promotion. The model is a skills acquisition and skills application model
operating in a high-performance organisation, and it is vital to understand this.

Acquire &
Apply New High Maximum
Skills Performance Impact

Pre-requisites for Progression in CPD:

Performance Management – must be performing at a high level – at least a ‘’4” rating (Meeting Expectations)
standard in their last 4 consecutive quarterly performance review.

Evidence – must be performing at the next stage or level for at least 1 quarter prior to requesting a CPD
promotion.
✓ TalentGuard: must have the following up to date in your profile – Timeline / Skills / Certifications
✓ CPD Plan: all staff must create a CPD Plan with agreed development options and timelines documented
through TalentGuard.
✓ Progress: examples where expertise has been deepened, competencies have been mastered and impact
has been greater against the relevant CPD level are required in your CPD Plan.

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Build a Career Development Plan

Like everything in life, fail to plan and you plan to fail. Meet with your Manager to agree on a CPD Plan. You may
have a short-term plan spanning 12 months or a longer-term plan in mind 12 months plus – either way
remember to document your plan in TalentGuard.

By assessing your skills, you are formally identifying current strengths and performance against your current
level.

Generating a CPD Plan in TalentGuard, you are demonstrating a clear understanding of your development needs
to enable you to move forward.

Both of these steps will be done during conversations with your manager. The end result will be that your CPD
Plan calls out specific development options to move you towards your career goals.

Meet regularly with your Manager to review progress and outcomes, continue to set goals in order to build the
skills and competencies to move forward.

CPD Change Process

There are two types of CPD Changes:

1. CPD Stage Progression.

This involves a consecutive stage movement e.g. moving from 2 early to 2 mid.

2. CPD Level Progression.

This involves moving from the late stage of your particular level to the early stage of the next level e.g.
2 late to 3 early.

Firstly, it is expected that you have created and agreed a CPD Plan with your Manager. When you have executed
against your CPD plan, displaying evidence of the acquisition and application of skills, and have agreed with your
manager meets the expectations of the CPD Level - only then are you ready to apply for a CPD Change.

To apply for the CPD change, you must ensure that all your CPD skills in TalentGuard have been set at the next
stage and approved by your Manager.

Both Stage and Level moves are a formal process which requires approval beyond that of your Manager. The
next line of approval comes from your Portfolio Director and HR.

The deadline for your manger to approve your CPD skills remains the same every quarter, this is the end of week
8 across CPD Levels 1 - 4.

CPD Level Change Deadline

CPD Level 1 to 4 Level & Stage Changes End of Week 8 of each Quarter

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The HR Director has final approval on all changes. All approved CPD change requests will be communicated to
individuals by week 1 of the following quarter.

How do I acquire new skills?

At Version 1, we are focused on Learning (in addition to training) as a primary means of development. Training
is a very small aspect of Learning. Learning opens up far more opportunities for development and is a much
more exciting environment to operate in.

Key Learning Processes

Below is a list of common learning processes found within companies, but which are very often overlooked. For
example, how many people view “receiving feedback” as a learning process, when in fact, it is a highly valuable
one? In a Learning Community, these processes are accentuated as learning processes leading to heightened
learning experiences.

Coaching Counselling Listening Secondment

Problem solving Problem diagnosis Questioning Researching
Mentoring Reading Decision making Reviewing
Modelling Receiving feedback Public speaking Classroom training
Observing Team working Planning Creating /designing

Learning occurs for both parties in all of the processes mentioned above. Some examples of putting these into
practice in the workplace include –

• giving a masterclass or attending a masterclass – e.g. Webinar/Lunch & Learns

• providing feedback to someone or being the subject of that feedback
• acting as a coach or being coached
• taking a secondment in another Practice/Team
• taking responsibility for planning a new piece of work

Learning never stops, every encounter/opportunity/experience in Version 1 holds learning potential, no matter
what your CPD level or your level of seniority.

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70-20-10 Learning Model

The 70-20-10 Model for Learning and Development is a commonly used formula within the training profession
to describe the optimal sources of learning by successful managers. It holds that individuals obtain 70 percent
of their knowledge from on the job experiences, 20 percent from social interactions with others, and 10 percent
from formal educational events.

The 70:20:10 Learning Model has 3 methods:

• 70% is On the Job – Learn through doing

• 20% is Social – Learn through others
• 10% is Formal – Learn through courses

70% - On the Job

✓ Being shown how to do something and then putting this into practice
✓ Taking on new tasks or additional responsibilities to develop particular skills
✓ Job rotations
✓ Undertaking a project or assignment that is in some way different to the norm
✓ Secondments
✓ Referring to standards of best practice to identify specific development opportunities/needs
✓ Using new tools and technologies
✓ Tackling unsolved problems

20% - Social
✓ Mentoring / Coaching
✓ Networking (both internally and with customers)
✓ Work Shadowing / buddying / "sitting by Nellie"
✓ Discussing how to deal with a work issue with a colleague
✓ 1-1 Meetings
✓ Being an active member of Peer Learning Groups
✓ Feedback

10% - Formal
✓ Watching training/educational videos
✓ Self-Study Courses
✓ Reading (books/journals/reports/newspapers)
✓ Working towards a qualification (academic/professional or vocational qualifications)
✓ Attending conferences / seminars / development forums

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How long does it take to progress through CPD?

The length of time to progress through a level depends upon the individual. Progression comes through
mastering skills and applying these skills for high performance.
The greater the rate of skills acquisition and application is, the faster the rate of progression. The following is a
guideline on how long it takes on average to progress through CPD and the experience required through working
both inside and outside of Version 1.

CPD Level Relevant years’ experience

1 0 - 2 years

2 2 – 5 years

3 5 – 8 years

4 8 – 11 years

5 + 11 years

6 + 15 years

Fast Tracking
Those who apply themselves to learning and then strive for high performance through applying those skills will
progress rapidly.

✓ gaining certification
✓ learning or implementing new processes
✓ adding a new business domain
✓ seeking team leading opportunities
✓ project management
✓ evangelising new technology

Pace and dynamism are two important attributes of the culture in Version 1 and our CPD Framework is designed
for Fast-tracking.

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Unleash your Potential!

Nobody stands still in Version 1 - both Horizontal and Vertical development is included so your career is always
rewarding, challenging, demanding, and looking to the future.

Remember that it’s vital to have a career plan, set goals and pursue these goals in order to progress and
unleash your full potential. Don’t forget you are not on your own. Your Manager, Senior Manager, HR, or any
Director is available and only too happy to offer career advice of assistance.

We hope you enjoy your time in Version 1 and wish you every success in your career

Acquire &
Apply New High Maximum
Skills Performance Impact

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CPD – Top 10 Career Tips

1 Give more than expected – go that extra mile and add more value

2 Make time to understand what motivates your manager & clients & colleagues

3 Make time to network and build stronger relationships

4 Invest in your own development; reading or skills swaps can be cost effective alternatives to formal
training courses

5 Have a clear vision for your career progression and be flexible how you get there in these uncertain times

6 Play to your strengths – how can you utilise what you are great at to address the challenges of your
employer or clients?

7 Be creative and innovative – think outside the box

8 Don’t be complacent – work at your blind spots and come through the downturn stronger

9 Be proactive – people want solutions not problems and a “can do” positive and flexible attitude

10 Live, learn & promote the Core Values

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