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

By C. Rhodes

Written for workers in colleges and faculties, this ebook bargains the problem and help essential to comprehend, study and undertake training, mentoring and peer-networking mechanisms as a necessary a part of the advance studying inside of an company. Drawing at the new nationwide technique for pro improvement, it emphasises the significance of studying with and from different colleagues, assisting your organisation to turn into a qualified studying neighborhood and helping the force to elevate criteria and attainment. Organised into 9 designated yet interrelated chapters, this is often a useful sourcebook of useful details for in-service education. It includes a diversity of stimulating actions which have interaction the reader and encourages mirrored image on: * the character and significance improvement in faculties and schools* the capability merits and problems linked to training, mentoring and peer-networking* components necessary to the winning institution and administration of training and mentoring programmes* staff management and management training* the position of the trainer, mentor and networker with admire to the production studying groups.  

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

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Cost-effective running of the organisation Best practice to be shared? How will this be done? Cost-efficient organisation Where might costs be reduced? How will this be managed? Others Effective professional development 21 Step 2 Using the following table, reflect on the benefits to an organisation of coaching, mentoring and peer-networking as listed below. Consider how these are taking place currently in your organisation. Coaching Mentoring Peer-networking A member of staff is seen as an ‘expert’ The latent abilities of individuals are discovered and encouraged Helps staff feel part of an organisation Sharing of best practice There is an improvement in the performance of staff Improves communication Staff who have received coaching conform to the recognised systems within the organisation Staff are more likely to be retained Shares best practice Helps accelerate the learning curve of staff who are coached Those who have been mentored rapidly grow in confidence Encourages links across departments/teams Personal growth of the mentor and the learner An increase in the mentor’s and learner’s awareness of their role in the organisation An increase in their effectiveness in the organisation Staff who have been mentored usually wish to act as mentors in the future – mentoring grows in the organisation Strong working relationships Step 3 In your group(s) consider the links between your priorities in the first table and the benefits outlined in the second table.

Mentoring as a process Mentoring also represents a peer-networking interaction (working together) which draws upon collaboration and mutual trust. It is usually a longer term relationship which can be used to support individuals or groups to embed change, improve performance, raise impact and assist in personal Changing practice and raising standards 27 and professional development. Mentoring may be used to support individuals through a combination of coaching and counselling from induction through to extended professional relationships.

Objective 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Objective 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Objective 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Step 5 Finally, prepare an action plan to ensure that objectives you have identified in Step 4 are taken through to achievement.

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