Effective Staff Training in Social Care: From Theory to by Jan Horwath, Tony Morrison

By Jan Horwath, Tony Morrison

Potent employees education in Social Care offers a theoretical framework for education improvement, targeting crew studying in a social care context. It tackles the tensions and dilemmas of these engaged in education amidst a weather of switch and a combined economic climate of welfare and examines how those effect either the instructor and the learner. thoughts for transfering studying to the office and versions of assessment are analysed extensive. powerful employees education in Social Care permits the reader to mirror, examine and enhance their very own education perform. this can be crucial examining for educators, running shoes and executives operating in social care settings.

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Clarity of training mandate, purpose and role Hinricks defines training as: ‘Any organisationally initiated process which is intended to foster learning among organisational members, in a direction contributing to organisational effectiveness’ (Hinricks 1976). Thus the training function is primarily to assist the achievement of organisational, rather than individual, staff development needs, and must therefore be part of the strategic planning and management of the agency. It also makes clear that training is not about ‘courses’ but about learning, which may be generated through a whole range of means, many of which will not imply the presence of a ‘formal trainer’.

2 A human resource framework for effective training role to play in helping staff through periods of upheaval and intense anxiety. It can provide the psychological containment to enable staff to engage in, and make sense of change, allow the expression of anxiety and begin to recover the confidence to translate existing skills and knowledge into a fresh context, as well as to become ready to learn new skills. In summary, this is a learning environment in which threat and opportunity are finely balanced.

The competent workforce In 1994–95 a total of £163 million was spent on training by social services departments, but only £28 million of the moneys spent led to qualifications (LGMB and CCETSW 1997). As a condition of the Training Support Grant, authorities are now required to set targets for the numbers qualified in NVQs, the DipSW, CCETSW Post-Qualifying Awards and Management Development Qualifications. CONTEXT, CHALLENGES AND AGENDAS 21 However, there are major debates about which arrangements for the certification of competence will be most appropriate, given the low qualification base in the personal social services.

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