Head of Learning and Development
2 days ago
Birmingham
Muve Healthcare is scaling care delivery across the UK. The Head of L&D owns the end-to-end learning strategy that keeps our services safe, compliant, confident, and consistently excellent—from onboarding and mandatory training to leadership development and specialist pathways. This is a hands-on leadership role: you’ll set the strategy, build modern learning systems, and get training delivered in the real world (shift patterns, mixed digital confidence, multi-site pressure, urgent compliance needs). You’ll lead a team of 3 and work tightly with Operations, Quality, HR, and Registered Managers. What success looks like (12 months) • Services maintain strong training compliance and are inspection-ready as standard (not as a panic exercise)., • Onboarding is faster, consistent, and produces staff who are competent and retained., • Clear capability frameworks exist for: Care Staff → Senior → Team Leader → Deputy → Registered Manager., • Muve has a repeatable model for developing and promoting great leaders., • Training is measured by impact (competence, incidents, retention), not just completion. Key responsibilities 1. L&D strategy for residential care • Create and deliver the L&D strategy aligned to Muve’s growth plans and quality standards., • Build a structured learning ecosystem across: onboarding, mandatory training, role-based competence, leadership, specialist care pathways., • Ensure learning supports safe, person-centred care and consistent practice across homes. 2. Training compliance and inspection readiness • Own training compliance performance (mandatory/renewals/overdue actions) across all services., • Ensure training records, evidence, and competence sign-off are audit-ready for internal governance and external scrutiny (e.g., CQC expectations)., • Develop a clear “training governance” process: reporting, escalation, corrective actions, and service support. 3. Onboarding & early competence • Design and continuously improve a best-in-class onboarding journey:, • pre-start learning + induction, • shadowing and buddy frameworks, • competence checklists and sign-offs, • Reduce time-to-competence while improving retention and quality. 4. Leadership development for managers and seniors • Build development programmes for:, • Senior Carers / Team Leaders, • Deputies, • Registered Managers (including new manager transitions), • Embed practical management skills: supervision, performance, rota leadership, incident learning, culture, safeguarding, quality fundamentals. 5. Learning design & delivery (digital + in-person) • Oversee content creation and delivery methods (blended learning that actually works in care settings)., • Maintain and optimise the LMS (or select and implement one if needed)., • Ensure training is accessible, inclusive, and suitable for varied learning needs and language levels. 6. Competency frameworks and specialist pathways • Define role-specific competency frameworks with Operations/Quality (what “good” looks like in practice)., • Build specialist pathways aligned to your service mix (e.g., dementia, learning disabilities, complex needs, behaviours that challenge, medication competence)., • Ensure assessors and managers are equipped to sign off competence confidently. 7. Performance, reporting, and continuous improvement • Track and report learning KPIs at exec and service level., • Use data to identify risk, target interventions, and demonstrate impact., • Run regular training audits and follow through on corrective actions. 8. Team leadership • Lead, coach, and develop a team of 3—clear objectives, strong delivery rhythm, high standards., • Build strong working relationships with Registered Managers: supportive, credible, and firm on standards. Key stakeholders • Director of Operations / People / Quality, • Registered Managers, Deputies, Seniors, • Compliance/Clinical Governance (as applicable), • HR/Recruitment/Onboarding teams, • External providers and awarding bodies (where used)