• enabling others to plan, reflect on and evaluate their personal development

• appraisals and goal setting: linking personal objectives to organizational objectives

• performance management

• sourcing funding to attend and run events

• planning formal development activities such as courses and conferences

• accessing informal activities

• using social media as a development tool

• role of professional bodies and networks

• mentoring, buddying and coaching

• networking.

Theories: This section of the book outlines some of the main theories around how people behave, learn and develop. Having an understanding of how individuals learn and behave is important for line managers if they are to provide meaningful development opportunities.

Infrastructure: An overview of the basic structures which need to be in place within an organization to enable learning and development to take place. This section includes information on recruitment, managing performance and exit procedures.

Activities and tools: This section covers a wide range of activities and tools which can be used to assist individuals in all aspects of their development. Many of the activities in this section will form part of an individual's day-to-day working life, including attending meetings, delivering training sessions and writing reports. The purpose of including these is to demonstrate that development can be something which happens continuously and does not necessarily require dedicated time, although that does have a role.