Policy 2.2.8: Learning and Development

Effective Date: January 1, 2003
Revised: January 1, 2009


CBC/Radio-Canada believes in the development of its workforce, both to enhance employee engagement and commitment to CBC/Radio-Canada as an employer and to ensure the continued excellence of our operation, management practices and programming. Training and Development is an essential business investment that enables the Corporation to maintain and extend peoples' knowledge and skills as our business environment evolves. Training and development plans and budgets are built into the Corporation's overall Business Plan.


All CBC/Radio-Canada employees. Governing policies and procedures for unionized employees found in the applicable collective agreements apply if they differ from the current policy.


The goal of this policy is to ensure that the budgeting and planning of training activities meets the needs of the Corporation as well as its employees with regard to Learning and Development. It identifies the responsibility of the Corporation, employees, managers and Human Resources within the training planning and delivery process and the requirement to ensure responsible and strategic management of the Corporation’s training and development investment consistent with our business needs.


Learning is the shared responsibility of CBC/Radio-Canada, employees, managers and Human Resources. It is understood that approximately 70% of employee learning should take place on-the-job, 20% through self-accessed developmental activities (e.g. reading, researching) and 10% through formal learning, including classroom training and formal on-the-job training. It is the shared responsibility of employees and their managers to ensure that specific opportunities are provided to employees within a reasonable timeframe following formal learning activities to ensure employees apply their new skill or knowledge within their work and to evaluate skills transfer. Human Resources is required to offer tools to track and to evaluate the effectiveness of learning activities on a national scale.

It is the responsibility of CBC/Radio-Canada to ensure that learning and development activities are an integral part of the business planning activities of the Corporation.

It is the responsibility of employees to discuss with their manager/supervisor their learning and development needs related to the successful execution of their job requirements and to seek opportunities to learn and to improve their skills; all initiatives are subject to manager/supervisor approval.

It is the responsibility of managers/supervisors to ensure the timely achievement of training and development activities, evaluation of results and tracking and reporting of expenses. Managers/supervisors are responsible to approve the release of employees, subject to operational requirements, for training and development activities and are given opportunities to assimilate and to use newly-learned skill in the workplace. Managers/supervisors must ensure that required training is offered in the employee’s preferred official language, where applicable and in accordance with Policy 2.2.14.

It is the responsibility of Human Resources to design and maintain the process that is used to manage the Corporation’s training and development investment. It also assists in identifying needs, sourcing and co-coordinating cost effective training solutions and evaluating results.


Employees and supervisors/managers are responsible for identification of training needs. Supervisors/managers are responsible for timely achievement of training and development activities, evaluation of results, and tracking and reporting of expenses. Human Resources design and maintain the process that is used to manage the Corporation’s training and development investment. It also assists in identifying needs, sourcing and co-ordinating cost effective training solutions, and evaluating results.



Replaces previous Human Resources Policies:

  • Training and Development no. 5.0
  • Utilization of Staff-Technological/Methods Change no. 5.1
  • Succession Planning no. 6.1



  1. Supervisors/managers identify training and development requirements with their employees as part of the performance management cycle and the budget cycle, taking into account the employee's performance and developmental priorities, the department operating objectives and the organisational business strategy and goals. HR and training committees provide consulting and expertise support, as required, in identifying training needs and selecting cost-effective alternatives for meeting the needs.

    Training needs should be identified and discussed primarily between managers and their employees during the Performance Management and Staff Development (see Performance Management and Staff Development Policy) process, although during times of transition or contingency, individual training needs may also be identified at other periods during the year. Training activities offered to employees through the year should be linked to departmental priorities and PMSD objectives where possible and should be tracked by managers to ensure they are being met.
  2. Training requirements are consolidated by the training coordinators within each Department, and reviewed with the appropriate Executive. In addition, Human Resources prepares a plan for national learning projects which will be managed centrally by Human Resources.
  3. Department requirements as well as the national projects managed by Human Resources are presented and discussed at the CBC/Radio-Canada National Learning Steering Committee. The Committee identifies opportunities for mutual training initiatives, suggests improvements to plans based on past experience and the CBC/Radio-Canada business strategy and decides which activities and funding levels will be recommended for approval in the Training and Development business plan.
  4. The National Learning Steering Committee decides on the funding level for training and development for each Network and Corporate Department as well as the funding reserved for the Corporation’s national projects and includes these amounts in the CBC/Radio-Canada Business Plan that is presented to the Board of Directors.
  5. When the Board of Directors approves the CBC/Radio-Canada Business Plan, the appropriate training funds are released to the Vice-President of People and Culture and subsequently allocated to the Networks and Corporate Departments.


  1. Training plans are implemented by managers and supervisors, and where appropriate, by the training committees with assistance, as required, from HR. Supervisors/ managers approve the release of their staff for training and, as required, the cost of the training activity.
  2. Supervisors/managers and employees assess the impact of individual training and development activities based on job performance after the training/development activity. Training committees and HR help to consolidate feedback on the impact of training.
  3. Selected major training initiatives undergo formal evaluation. The National Learning Steering Committee will determine and agree upon which programs will undergo evaluation and the evaluation methodology that will be used.
  4. Training funds are tracked through the Corporate Learning Management system, with the Director, Talent Management and Organizational Development as the central training budget administrator for centrally managed training funds. Each Department is responsible to manage its own annual training allotment with the Corporate Learning Management system and to ensure that training activities meet all corporate policies and guidelines. Tracking and reporting on department level training activities is the responsibility of managers and supervisor. Tracking and reporting on national training activities is the responsibility of Human Resources.
  5. The CBC/Radio-Canada National Learning Steering Committee meets as needed to review progress in implementing training plans, shares experience and lessons learned, and initiates improvements to training strategies and programs. Evaluation results help to determine the subsequent year’s training needs and to make adjustments to the training and development process and strategies.

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