Creating an Education Framework

For some organisations, education and training programs often begin and may even end with compliance-based induction and mandatory training. While these are necessary, focusing solely on them limits opportunities for growth and learning. To truly support our staff development, we need to expand our approach to include just-in-time, on-demand learning and other education initiatives. This is where a robust education framework comes into play.

This piece aims to challenge the conventional view that induction and mandatory training are often sufficient. Instead, I want to open the conversation around the value of a more comprehensive training and education program that extends beyond compliance. By doing so, we can create an environment that fosters continuous learning, closes knowledge gaps, and supports staff at every stage of their professional journey.

That sounds great, right? But how do we actually do this? How do we align educational strategies to close gaps in knowledge, skill, and practice or improve performance in line with organisational priorities? The answer lies in developing a robust education framework.

What is an Education Framework?

An education framework is a strategic document that outlines how an organisation, specifically the education or L&D team or department, will meet its learning and development goals.

Why is an Education Framework Needed?

An education framework ensures that training and education are not only focused on compliance but also support broader goals like professional growth, improved clinical practice, and enhanced workforce competence.

An education framework helps an organisation to:

• Ensure that training is aligned with its strategic priorities.
• Provide clear direction for the L&D team, making it easier to plan and implement various educational initiatives.
• Measure the effectiveness of training programs in a structured way, enabling continuous improvement.
• Offers a transparent and objective way for L&D teams to track and evaluate their progress and demonstrate their impact, plus the impact and value of education to the organisation.

What Should an Education Framework Include?

Creating an education framework involves considering several key aspects. Here’s a brief overview of 10 key sections to include.

Strategic Summary: This section answers the question, "What does success look like?" and helps guide all subsequent planning and decision-making.

Learning Philosophy: Set the tone for how education is delivered and received. Can you set the scene for staff to embrace the culture of learning, not just the need to complete certain tasks?

Core Learning Needs:?Here, we want to outline what we’re working on and what we’re choosing not to work on. A clear list of deprioritised items is just as helpful!

Target Audience: Different staff, clinicians, teams, and roles have different learning needs. Who are they, and how are you supporting them?

Activities and Initiatives: Just a brief list of the programs, including just-in-time learning modules, any preceptorship programs, and up-skilling or cross-skilling opportunities available. Stay high-level and keep specific details for specific activity-level documentation.

Evaluation Metrics: How will the success of each educational initiative be measured at the activity and overall department level?

Resource Allocation: This section helps align the scope of training programs with available resources or mounts a valid case for additional resources if required!

Educational Processes: Developing a robust education program requires a good process, ideally following the plan-implement-evaluate cycle. Include how and when core activities occur in your process.

Training System: Here, we would describe the supporting technology and systems, such as learning management systems (LMS), that help deliver and track training.

Attachment of Relevant Resources: This final section is useful because linking the framework to relevant policies, procedures, and training plans helps ensure consistency and alignment with other working documents within the organisation.