• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Staff development policies

Extracts from this document...

Introduction

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.

Middle

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.

Conclusion

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.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Management & Enterprise - Introduction to McDonalds

    Work needs to be planned, organised and co-ordinated. Tasks must be delegated to suitable individuals and/or teams also must then be motivated, encouraged, supported to ensure that objectives are achieved. It is managers then who ensure that staff work efficiently by taking operational decisions, setting targets, solving day-to-day problems, monitoring progress and keeping them informed of developments.

  2. The stages involved in recruiting new staff.

    Most businesses websites will have a link leading to a page about either careers or job opportunities within the business. This is a common way to advertise and effective as the internet is increasing in popularity every day. You will also need to decide how much you want to spend on advertising for the job.

  1. What are the main elements of a staff development policy? How would you ...

    It highlights development priorities for the organisation and its workers over a set period of time. These are evaluated and reviewed at regular intervals. Furthermore, it clarifies the organisation's approach towards further individual and group training suggestions should they arise and reiterates the commitment expected of its workers.

  2. management & enterprise

    Planning The results of planning in both organisations can be seen by the out-comes of both of the organisations objectives. Paining anticipating what is likely to happen and deciding on the best course of action to enable the business to reach it aims.

  1. Management science.

    hierarchical staff structure and long term employment to maintain a productive workforce. After the Industrial Revolution, some theorists have argued in favour of a new type of organisation theory, even a Post-modern one, from the point of view that we are entering a post-Fordist era (Gergen,1992), and the new emergent

  2. Boots has a policy of retaining good staff; this is because the recruitment and ...

    Employees are also given a copy of Boots corporate policy. Employees will also be introduced to colleagues and trained on their job and off the job at the Boots Training Centre. *The personnel function is responsible for attracting and selecting the most suitable candidate for a position.

  1. Training And developing policy NUMPTWEEN

    In addition there in no voice of employees in the training strategy. May be because we don't have labour unions that present this voice as in USA or Europe. Also UAE labour doesn't have rules to force organizations to do so.

  2. Training & Development

    printer compositors, training to work on a compositor may provide the employee with only a skill that is not transferable. This means that when the employee switches to a newer machine they have to learn the skills acquired on the old one.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work