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Staff development policies

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Staff development Policies Staff Development Policy Staff Development Policies (SDP's) aim to bring all these staff development opportunities into a clear, logical framework where progression may be identified. They are also effective means of conveying the commitment to staff development both to those inside the organisation and those without. They provide a way in which opportunities can be offered to all in a fair and open manner. They may also allow the organisational learning opportunities to be structured into the organisation in a clear and coherent manner. Policies take a variety of shapes, but a typical policy may begin with a statement about the ethos of the organisation and its commitment to developing its staff and end with the date or timeframe for policy review. It may also contain sections on recruitment and proceed through induction, probation, performance appraisal, supervision, in-service and external training and other opportunities. It will almost certainly contain details of the organisations equal opportunities policy and how it is implemented within the staff development framework. It might also explain how the organisation hopes to learn from its staff and indicate ways in which this might take place. ...read more.


OFSTED inspection schedule states that within local authority youth and community service there is a further impetus for ensuring adequate staff development opportunities, as they form part of the Office for Standards in Education inspection schedule. Within the OFSTED framework good staff development is achieved when "the best possible use is made of their skills and experience so as to foster the social education and development of young people. Their roles and responsibilities are clearly identified and understood. Staff are well supervised and supported, have sufficient opportunities to meet and work in a variety of team settings, reflect upon their strengths and weaknesses, and participate in appropriate training and professional development" (OFSTED, 1997:9) Unsatisfactory staff development exists when "responsibilities and workloads are rarely reviewed. There are few opportunities for and take up of in-service training" (ibid. 1997:9). Thus OFSTED places considerable emphasis on staff development within its inspection framework and unlike Investors in People, which is a framework with which organisations may choose to engage, there is statutory basis for OFSTED inspections. ...read more.


Could any other service do it as well as you? Has the service developed in response to identified need? How effectively are you reaching your priority groups? What is the unique contribution your service makes? 2. Comparison - the need to compare the performance of the organisation against others, against national benchmarks. Need to collect data. Need to have strategies understood by all staff for ascertaining whether the organisation is giving value for money. 3. Consultation - do you consult with others about your service with a view to developing it effectiveness? Do you consult with other complementary organisations when prescribing your organisational boundaries? 4. Competition - questions are asked about the efficiency and quality of the organisation in order to determine its cost effectiveness compared with other organisations and as you can see each of the indicators requires a management response to ensure staff are equipped to participate in the process, although some responses may be more instrumental than developmental. For example challenge requires an understanding of prioritising, identifying needs, participatory work practices, monitoring and evaluation. Thus, although Best Value is not designed as an endorsement of staff development, without a policy and programme in place it becomes more difficult for authorities to achieve Best Value status. ...read more.

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