The Staff Development Manager

As managers, we are expected to hold career and professional development discussions with our employees, although many of us feel ill-equipped for these conversations. Are you unsure how or where to begin with your employees’ development? Perhaps you want to brush up on how to create more meaningful development plans? This TD at Work is a primer intended for managers, human resources professionals, and others. It is a practical, go-to guide that will explain: · why career development is important to the organization, employee, and manager · who is responsible for specific aspects of the employee development process · how to facilitate the employee development process · the characteristics of a strong individual development process · how to lead successful development discussions

The tension between institutional needs and those of the individual has rarely been higher. Increasing demands on institutions to deliver set targets and value for money whilst adhering to set expectations and external constraints has led to an erosion of the notion of staff development. This book looks at how the conflict between the two outlooks emerges and what can be done to overcome it. Based on empirical evidence, the authors reveal what is happening in a range of institutions and explore the tensions between the personal needs of the individual and the demands of managers. They examine the reasons behind the conflict and discuss what measures can be taken to overcome it. The book will provide a central text on an important but relatively neglected subject of interest to all engaged in the profession.

This book begins from the perspective that organizational effectiveness will be improved if the individuals within the organization are engaged in developing professionally. It takes the individual as the key resource of any institution and the notion of professional development as the key to the learning of educational managers. This book offers both theoretical and practical perspectives on the key components of professional development linking reflection and knowledge with skills and capabilities. It then takes educational managers on to consider the systems and tasks which they have to undertake in managing the professional development of others - from selecting the right person for the job to setting up appropriate appraisal systems. This book provides educational managers and those interested in the field with an introduction to the processes and skills which they will need in managing educational establishments both now and in the future. This volume forms part of the Leadership and Management in Education series. This four book series provides a carefully chosen selection of high quality readings on key contemporary themes in educational management: professional development, reflection on practice, leadership, team working, effectiveness and improvement, quality, strategy and resources. The series will be an important resource for classroom teachers and lecturers as well as those holding designated management posts in schools and colleges and will provide a valuable basis for professional development programmes.

This training resource is a professional development career ladder for nursing professional development specialists and educators at any experience level. Whether you are new to the profession or a seasoned veteran, this book provides all the steps you need to progress professionally or chart the professional development of your staff.

This comprehensive guide to continuing professional development (CPD) in the lifelong learning sector (LLS) provides teachers with practical support and guidance alongside development activities. It encourages teachers to reflect on their practice and subsequently shape and develop their teaching in response to the needs of their learners, their institution and local and national priorities. The book emphasises the importance of teachers as professional individuals who are responsible for their own CPD. It also helps senior managers to create a positive environment and 'learning organisation' in which teaching and learning can flourish. The book sets the context for CPD and: Offers an understanding of the CPD process and the need for undertaking reflective practice Meets the needs of new teachers, trainers and tutors in the sector Considers CPD for teaching and learning and subject-specific CPD Provides an introduction to action research and case studies of research into teaching and learning in the sector Accessible to anyone who is working, or training to work, in the LLS, this book will provide practical suggestions, ideas and activities to stimulate activities and research.

This book helps information professionals in their continuing professional development (CPD). The book shows them how to examine their own skills and plan their development over a period of time. It also helps them to focus on their career path and begin the acquisition of skills necessary for the route they wish to follow in information work. The book is set against the background of CPD being an essential part of the modern information professional’s career planning. Employers are certain to be able to choose between a number of qualified personnel for every available post. Those individuals that have a proven track record of skills development in both their personal and professional skills are more employable. Focuses on analysing skills and planning skills acquisition Helps the development of a portfolio for recording skills Shows how to create or find programmes for development

Thie title was first published in 2003. Computer technology and changing student needs have prompted universities to develop modern learning centres offering both virtual and physical learning space fit for all types of study and research. This book demonstrates with detailed case studies how the learning centre model has been introduced at four UK universities with different constraints and priorities: Sheffield Hallam, Leeds Metropolitan, Aberdeen and Lincoln. The authors start by outlining the national higher education context and other internal and external drivers for change, then explaining how these shaped their particular centre's development as they underwent radical change in role, organization, range and nature of service provision - particularly the use of IT in learning and teaching support. Highlighting the differences between the institutions, authors from the four learning centres analyse the implications of changes for staff - in terms of working practices, interdisciplinary skills and internal culture - and how problems were managed. They go on to describe how the needs of all types of students were considered and to what extent, from both student and staff perspectives, they were satisfied. A whole chapter is dedicated to the process of building new partnerships with academic staff and other university service providers - essential for operational convergence and integrated service provision. The following chapter focuses on the development of the physical environment and how the building itself is adapted to modern teaching and learning models. The book ends by outlining the evaluation process and suggested next steps for further improvement. Appendices include sample job descriptions and person specifications. Demands for greater efficiency and responsiveness to student needs have to be met in the context of institutional strategies and priorities. This book offers an insight into four universities' different experiences which will help those at the forefront of such.