TABLE OF CONTENTS.

1. SECTION ONE: INTRODUCTION & BACKGROUND..........................2

2 SECTION TWO PART ONE: LITERATURE REVIEW...........................2
2.1 HEALTH & SAFETY....................................................................................................................................... 2
2.2 ETHICAL AWARENESS.................................................................................................................................. 3
2.3 KNOWLEDGE & EXPANSION...................................................................................................................... 3
2.4 SKILLS DEVELOPMENT................................................................................................................................. 3
3 SECTION TWO PART TWO: RELATIONSHIP BETWEEN CPD AND
CAREER PROGRESSION.....................................................................4
4 SECTION THREE: DISCUSSION AND ANALYSIS..............................5
4.1 SKILL GAPS AND LEARNING GOALS......................................................................................................... 5
4.2 DELIVERY STRUCTURE................................................................................................................................. 5
4.3 PROGRAM MATERIAL PREPARATION....................................................................................................... 6
4.4 TRACKING, PROGRESS AND REFLECTION............................................................................................... 6
4. SECTION FOUR: ANALYSIS OF DISCUSSIONS..................................6
4.1 EVALUATION OF PROGRAMME........................................................................................................................ 8
4.2 RESULTS OF ANALYSIS...................................................................................................................................... 8
5. SECTION FIVE: CONCLUSION..............................................................9

Total words of table of contents:106

 1. Section One: Introduction & Background
With new laws, regulations, and best practices coming out all the time, the construction business
is a dynamic sector. Continuing professional development, CPD for short, is designed to make
sure that professionals keep their skillset constantly updated and provide high-quality services to
their clients. CPD, in short, is an ongoing process of learning that highly targets workers' specific
level or at their roles. This part of the training attempts to grapple with the job responsibilities of
the employees and fixes the loopholes in their knowledge and skills. A well-organized CPD
program is a great opportunity not only because it gives the construction industry the critical
facelift that it needs but also because it helps individuals get better and more productive in the
future. This essay derives at the concept of CPD in the context of the construction industry.
Apart from its association with attempts to enhance professionalism, the introduction of CPD can
be partially attributed to the emergence of a broader awareness of lifelong learning during the
1970s (Faure et al., 1972; Cropley, 1979). This issue was primarily created to address early
learning deficiencies in underprivileged populations, with the goal of increasing adult population
literacy and numeracy worldwide. Nonetheless, professionals make up the majority of those who
pursue lifelong learning in affluent nations. This has been sparked by CPD and is now
increasingly apparent.

2 Section Two Part One: Literature Review

The construction industry is one that is always growing, developing, and changing. A
construction professional's job now requires continuing professional development (CPD) due to
the rapid changes in rules and technology. Offering CPD-accredited training demonstrates a
business's dedication to innovation, informing stakeholders of regulatory changes, and up
skilling its present personnel. By making investments in their most valuable resource, their
workforce, organizations can secure their future. This will lead to a more motivated workforce
and the capacity to hire and retain employees over time. CIC members have defined CPD as the
systematic maintenance, enhancement, and expansion of knowledge and skill, as well as the
development of personal qualities required for the execution of professional and technical duties
throughout your working life. This definition was derived from the former CPD in Construction
Group and the CIC Training and CPD Panel. This demonstrates how important it is for
practitioners to improve their knowledge, abilities, and character in an organized way in order to
function as competent practitioners. It also implies that in order to preserve existing knowledge
and skills at a sufficient level, as well as newly created information and abilities, it is necessary
to systematically keep acquired knowledge, skills, and personal traits up to date. Professionals in
the construction industry (managers and engineers) can reap numerous advantages by actively
enhancing their knowledge of the sector through Continuing Professional Development (CPD):-

2.1 Health & Safety: Programs (OSHA, ASCE) may address managers working in
 fields and off fields like trench safety, confined space entrance, working at
heights, or products handling at hazardous phase, which should be tailored to
specific construction projects and that can be achieved through CPD. For example
while attending health and safety seminars in UK (ancient investigation and protection
techniques) manager can understand about calculating risks plan and managerial roles
and by learning this civil managers from Morgan Engineering company has improved
their life expectancy and health related issues by 23.7%.

2.2 Ethical Awareness: According to the Engineering Council Citation (2013), the
United Kingdom's 35 licenced Professional Engineering Institutions are
responsible for overseeing professional regulation. The percentage of engineers in
the UK who hold a chartership is relatively low—roughly 5%. Despite this, "the
fact that membership of the PEIs (including non-registered members) represents
only about 15% of that community is of the greatest significance" (Uff
Citation2016, 21). Managers (civil engineers) getting exposure of CPD
concentrate on topics such as quality management systems, testing procedures,
and material qualities which are stated in ISO 9001:2015 (process based approach
to ensure consistent quality), ISO 10006:2018 (Quality management), ISO
31000:2018 (Risk management) and so on. The main aim of these standards is to
improve their abilities in high quality projects.

2.3 Knowledge & Expansion: The knowledge and abilities civil managers
need for the duration of their career cannot be obtained through pre-
qualification education or IPD. They might learn more about new
legislation or improve their project management skills, for instance, with
the aid of CPD. Taking part in CPD can benefit them by:

1) Establishing a cycle of reviewing, organizing, carrying out,

documenting, and evaluating CPD will assist guarantee that the work
put in to engage in CPD yields the greatest possible value.

2) CPD will also be more beneficial and valuable if it focuses on outputs

(what is accomplished that increases competence and knowledge) as
opposed to just inputs (such as how much time is spent on each
activity)
 3) Aids in the elimination of subpar performance and the hazards it poses to
clients, employers, and employees, including dangers to their health and
safety.

2.4 Skills development: A growing number of professionals (civil managers) use

CPD to get their CSCS (Construction Skills Certification Scheme) card so they can
access construction projects via the Professional Membership Route. Currently, the
primary path to obtain CSCS cards is passing a health and safety test in addition to
the applicable NVQ/SVQ. "Industry accreditation" is only accessible for a few time
following the issuance of a new card. But in response to worries expressed by
several professional associations, CIC and CSCS have assisted associations in
creating substitute "Professional Membership Routes" to CSCS that spare specific
professionals from the NVQ/SVQ requirements
.

3 Section Two Part Two: Relationship between CPD and

career progression
Professionally skilled civil laborers will improve the public's perception of the
construction sector, which should promote client relations and industry recruitment. The
benefits of Continuing Professional Development (CPD) and the subsequent
maintenance and improvement of worker knowledge and skills extend to employers,
clients, professional institutions, and the government. In order to be competitive,
employers must have a workforce that is knowledgeable and proficient. For them to
possess the expertise and abilities needed to do the work to a high standard, clients
require professionals to handle it. Professional organizations seek to support their
members in upholding their competence while also offering incentives for joining; by
guaranteeing that only qualified persons have memberships, they can improve their
reputation. The government is interested in how the construction sector affects the
population's well-being and the economy in addition to being a significant client in the
sector. For engineers to stay continuously employable throughout their careers and
improve their capacity to adjust to new technological developments, continuing
professional development (CPD) is essential. The European Monitoring Committee
(EMC) of FEANI made the decision to conduct a survey among engineers who had
obtained the EUR ING certificate within the previous ten years prior to the pandemic.
More than 32,000 European engineers have been registered in the EUR ING register
between 1980 and the most recent date. The poll was conducted over a 10-year period
in order to include a relevant time span during which professional mindsets globally
have undergone substantial shifts in addition to technological advancements. A higher
education degree alone is no longer sufficient to obtain and maintain a fulfilling career.
During a ten-year period, LLL should have been integrated into one's career. An
engineer must complete a minimum of 40 credits of CPD annually. Generally speaking,
one credit is equal to one hour of CPD activity participation; however, when calculating
the yearly average, there are maximum values for each category of CPD, ensuring that
CPD activity is broad and includes a variety of activities.
 4 Section Three: Discussion and Analysis

Research was done in two different areas to determine the degree of CPD adoption among construction
managers in the industry:
• A staff development survey given to construction managers at the top 50 UK construction
organizations.
• An examination of the Continuing Professional Development (CPD) criteria for the main construction
industry professional associations in the UK that construction managers may wish to join.

Numerous businesses were also known to have changed their names, amalgamated, been acquired by
another company, or stopped operations during these times. In order to perform a postal questionnaire
survey, each company was methodically put through a web search to ascertain its current existence and
to acquire contact details. From this list 20 companies were identified for the survey (10 were
professional institutes in the CIC list member). The purpose of the questionnaire was to find out how
developed and implemented staff development and appraisal policies were for construction managers in
construction organizations. Additionally, it aimed to determine the methods, degrees of assistance, and
chances for staff growth.
Analysis of discussions:-

35 positive replies were obtained from the 50 UK construction companies who participated in the poll. A
response rate of 33.16 % was obtained from the four that the Post Office returned because to the company
having "gone away." While a higher response rate would have been ideal—300—this number is nearly
identical to the lower, industry-typical response rates, which are reported to be between 25 and 30 percent.

The first three questions focused on staff development policies and aimed to determine the number of
businesses that had them, the necessity of doing official staff development activities, and the degree to
which the policies, if any, were being implemented.

4. Section Five: Conclusion

Civil engineers can effectively use CPD to identify skill gaps, set SMART learning goals, and
take advantage of a variety of CPD resources for ongoing professional development by using this
methodical approach. Their dedication to continuous education enables them to remain current,
gain a competitive edge, and make a substantial impact on the changing field of civil
engineering. This helps people's career opportunities as well as develop a skilled and flexible
engineering workforce that can successfully meet the changing demands of the construction
sector. A new set of difficulties arises when it comes to online learning, which affects students,
teachers, and educational institutions when it comes to utilizing technology to support
motivation, tracking progress, and success. The development of these learning resources offers
the chance to establish a broad, global network of creators, repositories, and users of learning
resources. If these individuals can successfully plan and coordinate their efforts, they will be
able to generate a library of excellent, reasonably priced, and pedagogically sound content,
which will increase the return on infrastructure investment in terms of students' educational
experiences.
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