On 7 Oct 98, at 10:16, Don Brown wrote:
> Why should you encourage your employees to participate in professional
> development?
>
> What are the consequences of not using professional development?
>
> What are the best sources of professional development - how should it be
> conducted?
Don --
I've watched carefully the replies to date, and would like to share a few
thoughts.
IMHO, "professional development" begins not as a next-level label for what
others call "training," but rather as a set of attitudes based in the
organzation's values and the mental models of employees. It must begin
with the notion of "profession:" that is, at its root, a sense that what
one does on the job is deeply connected to what one believes and cares
about. The contemporary trend has been to broaden the application of the
word beyond the traditional limits of physicians, attorneys, etc., and
with that I don't disagree. But what made these groups specific to the
word was the assumption of a common beliefs, values, standards, and ethics
set informing the work done.
When we apply "professional development" to employees in organizations,
then I have to ask, "does the organization really act on this new value
set?" That is, are clerical or maintenance staff (to give examples)
treated as professionals by the organization? are they engaged, for
instance, in decision-making about their work? does anyone care what they
think about what they do? are they invited to see their work on the
context of the organization's wider values and mission? If not, then
calling their training to do their jobs "professional development" is
empty rhetoric, and they will quickly see through it.
If an organization such as yours is serious about moving toward a real and
honest stance of "professional development," and is willing to explore the
changes necessary to bring about what I've described above, then it should
be clear, as others have pointed out, that almost _anything_ can be grist
for the PD mill. What matters is that there be a relationship between the
employee and her/his supervisor/manager that (a) identifies directions for
individual development that are (b) connected to the organzation's values
and goals and (c) likely to enhance both individual performance (and
personal growth) and organizational success.
If this relationship exists, or can be created, then you're on your way.
I have some experience developing systems to support what I'm talking
about, and would be happy to discuss them with you further, either on- or
off- list.
Regards,
Malcolm
-- Malcolm C. Burson Management Solutions (207) 866-0019 mooney@maine.maine.edu"Knowledge must be gained by ourselves. [Hu]mankind may supply us with the facts; but the results, even if they agree with previous ones, must be the work of our mind. --Benjamin Disraeli
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