A Practical Guide to Mentoring, Coaching and by C. Rhodes

By C. Rhodes

Written for employees in colleges and faculties, this booklet bargains the problem and help essential to comprehend, learn and undertake training, mentoring and peer-networking mechanisms as a necessary a part of the improvement studying inside an employer. Drawing at the new nationwide method for pro improvement, it emphasises the significance of studying with and from different colleagues, aiding your organisation to develop into a certified studying neighborhood and aiding the force to elevate criteria and attainment. Organised into 9 specific yet interrelated chapters, this can be a useful sourcebook of useful details for in-service education. It features a variety of stimulating actions which have interaction the reader and encourages mirrored image on: * the character and value improvement in faculties and faculties* the aptitude advantages and problems linked to training, mentoring and peer-networking* components necessary to the profitable institution and administration of training and mentoring programmes* crew management and management training* the function of the trainer, mentor and networker with appreciate to the construction studying groups.  

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Additional info for A Practical Guide to Mentoring, Coaching and Peer-networking: Teacher Professional Development in Schools and Colleges

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Have a high proportion of part-time staff What is the proportion of part-time staff? Do you ensure they consider that they are part of the organisation? Will you increase or decrease the number? Seeking improvements in retention Current retention rate and proposed improvement? Future rates of retention? Seeking improvements in achievement Current achievement rates? Future achievement targets? Seeking to improve the performance of the workforce What areas of performance are to be considered? Performance indicators?

Step 5 Finally, prepare an action plan to ensure that objectives you have identified in Step 4 are taken through to achievement. If possible, engage the support of colleagues in the formulation of your action plan. 8 Raising the effectiveness of professional development Context Harris et al. (2001) suggest that effective professional development for subject leaders which generates awareness, knowledge, understanding and behaviour development is least likely to occur in short courses and most likely to occur in long partnership and school-based models.

Training before the scheme begins All coaches and mentors should receive training before the scheme begins in order to understand the scheme and the boundaries or limits of the scheme. They should have the opportunity to confirm their wish to become coaches or mentors, recognise their skills, develop those skills and have the chance to develop a network with other coaches and mentors who share common values. Skills in the field of human relations In the previous chapter, coaching and mentoring were seen to be similar processes, both relying on networking and collaboration between colleagues, but also exhibiting some differences in the nature of the relationship between the coach, the mentor and the learner.

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