Learning opportunities

Cyfleoedd dysgu

Sucess

Formal support

In any job role there is a range of support available to a worker which include:

  • Induction
    Induction is a process of introducing a worker to their new role and their responsibilities. This could help a worker to identify their strengths and weaknesses at the outset and may establish areas they need to develop.
  • Training
    Organisations will all have systems in place for training and Continuing Professional Development (CPD). These could be run in-house (internally within the organisation) or with another training provider (externally).
  • Training days/inset days/development times
    Organisations will often have specific periods for workers to develop their skills and knowledge; this could also prompt discussion about ways to improve.
  • Colleagues from other organisations may be able to offer training or shadowing opportunities.
    A worker's line manager or supervisor is a very important source of feedback as they are ultimately responsible for their work and conduct. Feedback from a line manager or supervisor should happen during appraisal and should be constructive, that is, positive and helpful. Negative feedback is destructive and doesn’t promote personal development and change. Supervision feedback could be formal, in set meetings or reviews. However, supervision is also beneficial in a more informal manner: regular catch ups, meetings, chats over coffee, bumping into each other at the photocopier and discussions as simple as asking how someone is can also be important.

Cymorth ffurfiol

Mewn unrhyw swydd, mae amrywiaeth o gymorth i weithiwr gan gynnwys y canlynol:

  • Sefydlu
    Mae'r broses sefydlu yn cyflwyno gweithiwr i'w rôl newydd a'i gyfrifoldebau. Gallai hyn helpu gweithiwr i nodi ei gryfderau a'i wendidau o'r cychwyn cyntaf a gall nodi'r meysydd y mae angen eu datblygu.
  • Hyfforddiant
    Bydd gan bob sefydliad systemau ar waith ar gyfer hyfforddiant a Datblygiad Proffesiynol Parhaus (DPP). Gellid eu cynnal yn fewnol (fel rhan o'r sefydliad) neu gyda darparwr hyfforddiant arall (allanol).
  • Diwrnodau hyfforddi/diwrnodau HMS/amseroedd datblygu
    Yn aml, bydd gan sefydliadau gyfnodau penodol lle y rhoddir cyfleoedd i weithwyr feithrin eu sgiliau a'u gwybodaeth; gallai hyn hefyd annog trafodaeth am sut i wella.
  • Mae'n bosibl y bydd cydweithwyr o sefydliadau eraill yn gallu cynnig hyfforddiant neu gyfleoedd cysgodi.
  • Mae rheolwr llinell neu oruchwylydd gweithiwr yn ffynhonnell adborth bwysig iawn gan mai nhw, yn y pen draw, sy'n gyfrifol am ei waith a'i ymddygiad. Dylai rheolwr llinell neu oruchwylydd roi adborth yn ystod sesiwn arfarnu a dylai'r adborth fod yn adeiladol, hynny yw'n gadarnhaol ac yn ddefnyddiol. Mae adborth negyddol yn ddinistriol ac nid yw'n hyrwyddo datblygiad personol na newid. Gellid darparu adborth goruchwylio ffurfiol, mewn cyfarfodydd neu adolygiadau penodedig. Fodd bynnag, mae goruchwylio mwy anffurfiol hefyd o fudd; gall trafodaethau rheolaidd, cyfarfodydd, sgyrsiau dros goffi, digwydd gweld eich gilydd wrth y llungopïwr a thrafodaethau mor syml â gofyn sut mae rhywun hefyd fod yn bwysig.

Learning opportunities

Cyfleoedd dysgu

Check out how often formal supervision (appraisal or performance review) should take place at your workplace, when and where your next appraisal or performance review will take place, and who will carry it out with you.

Gofynnwch pa mor aml y dylid cynnal sesiynau goruchwylio ffurfiol (arfarniadau neu adolygiadau perfformiad) yn eich gweithle, pryd a ble y cynhelir eich arfarniad neu'ch adolygiad perfformiad nesaf, a phwy fydd yn ei gynnal.

Enhancing staff development through supervision.
Gwella datblygiad staff drwy oruchwylio.

Learning opportunities

Cyfleoedd dysgu

Learning

In order for any learning to make a difference to a worker's practice, they must be prepared to act on it and make changes. Think about the feedback they're given and the training they have attended. They may not agree with the changes they're asked to make, for example they may be asked to do something in a way that they feel is inappropriate, is not within their level of responsibility or would compromise health and safety. In situations like this, a worker should talk with their supervisor or line manager. However, most feedback will be positive and changes they're asked to make will be well within their capability.

Think about what a worker does, how they do it and how they can use their learning to improve their practice. This might involve using a new way of moving and handling, or a new method of communication they have not used before.

Er mwyn i unrhyw ddysgu wneud unrhyw wahaniaeth i ymarfer gweithiwr, rhaid iddynt fod yn barod i weithredu arno a gwneud newidiadau. Ystyriwch yr adborth a roddir iddynt a'r hyfforddiant y maent wedi'i fynychu. Efallai na fyddant yn cytuno â'r newidiadau y gofynnir iddynt eu gwneud, er enghraifft efallai y gofynnir iddynt wneud rhywbeth mewn ffordd sy'n amhriodol, yn eu barn nhw, nad yw o fewn eu lefel cyfrifoldeb neu a fyddai'n rhoi iechyd a diogelwch yn y fantol. Mewn sefyllfaoedd o'r fath, dylai gweithiwr siarad â'u goruchwylydd neu reolwr llinell. Fodd bynnag, bydd y rhan fwyaf o adborth yn gadarnhaol a byddant yn gallu gwneud y newidiadau y gofynnir iddynt eu gwneud yn ddigon hawdd.

Ystyriwch yr hyn y mae'r gweithiwr yn ei wneud, sut y mae'n ei wneud a sut y gall ddefnyddio'r hyn y mae wedi'i ddysgu er mwyn gwella ei ymarfer. Gallai hyn olygu defnyddio ffordd newydd o godi a thrin, neu ddull cyfathrebu newydd nad yw wedi'i ddefnyddio o'r blaen.