Innovative Policies and Practices for Human Resource Development in a Canadian Community College.

Autor/inn/en	McCardell, Nora E.; Willment, Jo-Anne H.
Institution	Canadian Society for the Study of Higher Education.
Titel	Innovative Policies and Practices for Human Resource Development in a Canadian Community College.
Quelle	(1987) 1, (10 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Careers; Community Colleges; Employer Employee Relationship; Governance; Inservice Education; Needs Assessment; Program Design; Program Implementation; School Personnel; School Support; Staff Development; Two Year Colleges; Unions + Suchen Sie Ihr Suchwort? Career; Karriere; Community college; Community College; Education; Educational policy; Financing; Steuerung; Bildung; Erziehung; Bildungspolitik; Finanzierung; Berufsbegleitende Ausbildung; Bedarfsermittlung; Programme design; Programmaufbau; Programmplanung; Schulpersonal; Schulförderverein; Personnel development; Personalentwicklung
Abstract	Though bound by a number of political, economic, and institutional constraints on options for staff development, Niagara College (Ontario) made a commitment to design a formal human resource development strategy to meet the needs of all college staff through the 1990s. In 1982, a Human Resource Development Committee was mandated to assess current practices and policies, develop an in-house training system for employee development, identify new sources for staff development, and prepare training materials. As a first step, the committee began to assess the "knowns and unknowns" of human resource development at Niagara. Three study groups were formed to survey the needs of different staff groups. Data from the surveys, recommendations, and a demographic profile of the staff were organized into briefs related to major committee agenda items. As cohesiveness and momentum developed, the committee established a problem-solving process which included information review, identification of relevant internal and external parameters, formative design, drafting and editing. One of the most difficult challenges was the creation of a guiding Statement of Human Resource Development, supported by an infrastructure of policies and procedures that became known as the Niagara College Human Resource Development Portfolio. A second pivotal step in the developmental phase was the conceptualization and acceptance of a career development model that categorized the human resource development needs of staff members in terms of different career phases, and developed policies and opportunities related to each phase. Though the system was formally adopted in 1986, the college still has administrative and financial barriers to overcome in demonstrating institutional commitment to the system and implementing it fully. (AJL)
Anmerkungen	Canadian Society for the Study of Higher Education, 151 151 Slater St., Ottawa, Ontario K1P 5N1 (free with membership).
Erfasst von	ERIC (Education Resources Information Center), Washington, DC