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What do we mean by Staff Development?

How might Staff Development be achieved?

What might Staff Development look like?

Developing Effective Practice: Embedding Staff Development

Resources and Links

Staff development is the process of upskilling both managers and staff in line with:

• personal requirements
• the organisation’s requirements and strategic direction
• best practice

1. Staff development is a core element of a congruent organization

2. Staff development is both individualised and standardised

3. Staff development is on-going and targeted based on the identified needs/wishes of the service users

4. Staff development is seen as a priority by the organisation

5.Staff development encourages openness and honesty at all levels of the organisation

1. Make staff development an integral part of the values and principles

•  Staff development is part of the budget of the organization
•  Training and development priorities are set via a collaborative process

2. Utilise the personal planning process to inform your targets for staff development

•  Personal planning information is analysed and used to set targets for areas for staff development
•  Service user views are canvassed to assist with determining training needs

3. Understand the difference between skills and attributes and promote positive development in both.

•  The development of attributes as well as skills is promoted to enhance the lives of service users
•  Staff are supported to identify their strengths and areas for development
•  Management practices encourage and support staff development

4. Expect and invite the input of staff, service users and family/whanau about ways to continue to develop staff skills and attributes

•  Cooperative and collaborative processes are used which encourage input from all involved in the staff development process.
•  Service users are expected and supported to give feedback about staff development based on the impact on their lives
•  Service users, family/whanau and staff may all contribute as “teachers” in the training process

What might Staff Development look like?

For the individual:

• Feeling safe and secure with staff and the way they are supported by them
• Being valued and respected by staff
• Being offered optimal support for customised plans

• Being part of the training process

For family/whanau:

• Expecting & receiving confident and competent staff support
• Being able to see clearly demonstrated values, skills and attributes that are in line with values and vision

For the service provider:

• Having a dynamic and dedicated workforce
• Ensuring management practices and leadership support and encourage staff development
• Having innovative staff that challenge as part of the process of on-going development

For the community:

• Being able to identify staff by their commitment to and demonstration of organisational values & vision
• Interacting with confident and competent staff on shared matters/issues
• Having high regard for the staff and their practices

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Provide opportunities for both informal and formal training.

Informal training can include:

•  Scheduling regular times to review plans, goals and processes. Why are we here? What are we doing? How can we solve these problems? Why do we do things the way we do?
•  Meeting together to share ideas and troubleshoot
•  Including professional development in staff meetings, e.g. guest speakers.
•  Mentoring
•  Networking and sharing with other service providers.
•  Talking to service users and their family/whanau about what works best for them.
•  Subscribe to sector journals and e-newsletters.

Formal training:

•  Develop a plan for formal training, considering:

o Staff’s personal appraisals

o A review of personal plans

o Service users’ needs and aspirations

•  Train as a group to ensure that learning is shared, staff can support one another and new ideas can be discussed and implemented.

•  Encourage staff to attend and present at conferences.

•  Look for training opportunities.

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Training

VASS Training and Workforce Development Fund

Funding is available for staff of MSD contracted Vocational Services to apply for support for training. Criteria apply.

www.nzvass.org.nz

Careerforce

The Industry Training Organisation for community and support services, Careerforce offers courses in Human Services and disability support.

www.careerforce.org.nz

SSITO

The Social Services ITO offers the Diploma and Certificate in Employment Support.

www.socialservicesito.org.nz

ASENZ

The Association for Supported Employment NZ offers regular training in Supported Employment.

www.asenz.org.nz

Keeping Up to Date

There are a wide range of publications that services can access. These include journals, e-newsletters, etc.

Enable NZ Library

A free disability library service specialising in DVDs and books.

http://www.weka.net.nz/library/library-brochure

NZ Journal of Disability Studies

New Zealand Journal of Disability Studies publishes articles, interviews, opinions, research reports and reviews in the field of disability.

Published by the Donald Beasley Institute, Dunedin.

www.donaldbeasley.org.nz

E-Newsletters

Disability is Natural

www.disabilityisnatural.com

DBI Connect

The newsletter of the Donald Beasley Institute, a NZ based research institute focusing on intellectual disability.

Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

Website: www.donaldbeasley.org.nz

Readings and Resources

For a wide range of books and resources

www.inclusion.com

Finding Meaning in the Work
Ten Exercises to Encourage Reflection on Direct Support

CD-Rom Kit
John O’Brien and Connie Lyle O’Brien
The set includes . . .
• A guide for facilitators
• Powerpoint files for each exercise
• Printable handouts
• Printable resources

http://www.inclusion.com/cdfindingmeaning.html

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