Head of Learning and Development

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)