Head of Learning and Development

Muve Homecare Ltd.; United Kingdom; On-site; GBP 50,000 - 70,000; Full time

Job summary

A leading healthcare service provider in the United Kingdom is seeking a Head of Learning & Development. This leadership role involves developing and executing a comprehensive training strategy that ensures compliance and effectiveness in care delivery. You will lead a team of three, focusing on onboarding, training compliance, and leadership development. The ideal candidate will have proven experience in learning and development within a healthcare or residential care environment, as well as strong leadership and analytical skills. This position offers the opportunity to impact service quality significantly.

Benefits

Professional development opportunities

Supportive team environment

Qualifications

• Proven experience in developing and implementing learning strategies.
• Strong understanding of compliance requirements in care settings.
• Ability to lead and nurture a team effectively.

Responsibilities

• Develop and implement a comprehensive L&D strategy for residential care.
• Oversee training compliance and readiness for inspections.
• Design best-in-class onboarding and continuous development programs.

Skills

Leadership skills

Training compliance expertise

Excellent communication

Analytical skills

Education

Relevant L&D qualification

Tools

Learning Management Systems

Job description

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.
• 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:
  • Deputies
  • Registered Managers (including new manager transitions)
  • Embed practical management skills: supervision, performance, rota leadership, incident learning, culture, safeguarding, quality fundamentals.
  • 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)