在本课中,您将学习如何支持员工自身的专业成长。你作为项目经理的角色使你能够创造一个项目环境,在这个环境中,专业行为和卓越的护理是标准。
辅助选项卡
- 学习如何作为一个项目经理,你可以作为一个导师的工作人员,因为他们学习的专业行为。
- 了解共同领导和决策实践如何使工作人员成为有价值的专业人员。
- 了解如何在您的课程中构建和维护职业嵌入式专业成长活动。
学习
几年来,Kenisha一直是早教和课后项目的培训和课程专家。她认为自己是一个积极的人,看到每个人的优点。她最近和布伦达(Byabo电子游艺renda)有些困难,布伦达是一名新员工,在其中一个中心为幼儿园年龄的孩子工作。布伦达似乎很喜欢孩子们,但她很难用专业的方式与她的合作老师、项目总监和其他工作人员沟通。
Brenda has told Kenisha that her job is to be “there for the children” and the adults just have to understand that she doesn’t like working with other adults. That is why she chose to be a child-care teacher. The program director mentioned that Brenda is very quiet during staff meetings. Kenisha thinks that Brenda should set some goals for communicating with colleagues, but she is not sure Brenda understands the importance of professionalism when working with other staff members and the program director.
As a program leader you are in the position of fostering staff members' understanding of professionalism. In the field of early care and education, professionalism encompasses many specific behaviors and skills that address how one presents herself or himself to other adults. According to early-childhood professional development expert, Gigi Schweikert, the following traits contribute to professionalism in the field of early care and education:
- 如何通过你的外表和交流向别人展示你自己
- 早期护理和教育领域的知识
- 你工作的质量
- 与他人的关系
- 你的职业道德
- 你的决心和奉献
- Most important, your attitude
包括专业行为作为staf的一部分f members' evaluation and goal setting, program managers and training & curriculum specialists can actively support staff members in their professional growth. By including a focus on professional behaviors (appearance, communication, attitude, interpersonal relationships, etc.) as part of each staff member's evaluation, you will enhance the quality of the program for children and families.
Mentoring Staff Members' Professional Practices
作为一名领导者,你会向员工提供有关职业行为的信息和资源,让他们对你对职业行为的期望有清晰的认识。当其他人不确定自己的期望时,你可以为他们树立职业行为榜样,并指导他们。与员工单独谈论职业行为和你对他们的期望,不仅要在最初的招聘中,而且要在持续的职业发展活动和与员工的会议中进行。
个人可能不清楚着装、沟通、态度和其他行为对孩子和家庭体验质量的影响。你和其他员工的专业行为可以帮助正在学习成为专业人士的新员工。T&C可能观察到课堂互动不符合儿童或课程的最佳利益。在指导一名工作人员时,找到解决专业问题的机会,可以让该工作人员向一位值得信赖的导师提问并练习专业技能。yabo电子游艺
有些项目会指派一位经验丰富的专业人士作为新员工的导师(这通常是在有初任教师的公立学校进行的),这样新员工就有人可以去咨询和回答问题。项目经理需要确保导师也接受了如何支持新员工的培训。一些经验丰富的员工可能是优秀的导师,但其他人可能觉得他们没有时间或技能来培养新教师。导师需要有其他人担任这个角色,如果需要的话,他们可以向他们寻求帮助。
Self-Assessment
请员工对自己的专业性进行评估,然后让另一个人(教练或项目经理)对员工完成相同的评估并比较回答,这可能会有所帮助。成年人喜欢控制自己的学习,因此这是一种达成共识的方式,即员工可以专注于一两种职业行为。yabo电子游艺
申请部分包括一个自我评估,“你是一个真正的幼儿专业人士吗?”(由Gigi Schweiker设计),项目负责人和工作人员可能会发现,作为自我反省早期护理和青年项目设置中专业精神的起点是有帮助的。
共同领导和决策
诚然,如果一个人把工作人员当作成年人对待,并提供分享领导和决策的机会,他们就会知道,领导重视他们的想法和建议。工作人员需要有机会为影响他们的决定提供意见。像所有的成年人一样,他们想拥有自主权。项目负责人可以通过以下方式鼓励员工的意见并帮助员工轻松提问:
- 积极听取工作人员的意见并贯彻执行
- Asking staff what they think and implementing their ideas when possible
- Sharing leadership with others (e.g., allowing a staff member to volunteer to represent the program at a community forum)
- 鼓励和认可提供有助于提高课程质量的建议的员工(将任务委派给有能力完成任务的员工)
- Recognizing staff members who show leadership abilities and take initiative
Adults want to feel safe and appreciated in the workplace. Adults need to feel like they can make mistakes, learn from them, and still be a valued member of the work team. Program leaders can foster relationships with each staff member to create an open environment where everyone's input is important and taken seriously. Leaders can create an environment where staff feel that it is acceptable to admit to mistakes. When you admit your own mistakes, you show your staff that everyone makes errors and can learn from them. Providing opportunities for staff to safely problem solve important issues is critical. You will want to know what your staff members are thinking about. To learn what staff are thinking, you need to create an open environment that facilitates direct, honest communication.
Program managers must recognize which decisions should include staff input and group consensus and which decisions should be made by the manager. Giving adults autonomy and trusting them to make good decisions encourages staff to feel ownership about the quality of the program. Some decisions can only be made by the manager, but many can be made by the staff. Standard operating procedures or policies should be described in the staff handbook.
专业人士作为一个团队朝着一个共同的目标和愿景努力。为员工提供分享有意义决策的机会表明,项目负责人将员工视为协作团队成员,利用彼此的优势和才能,为项目的儿童和家庭提供最高质量的服务。
建立和维持专业发展机会
促进工作人员成长和专业发展的方法之一是创造和保持作为专业人员成长的就业机会。
In early care and education or youth programs, the staff may want to focus on becoming more knowledgeable about a professional topic. They may want to spend time reading a professional book or watch a webinar on a particular topic. Sharing in this way, builds community among the staff while also focusing on growing as a professional team of colleagues.
在这项活动中让工作人员担任领导是促进工作人员共同决策和领导的另一种方式。嵌入工作的图书小组或关于专业主题的有意讨论会产生专业协作感,建立团队信任,为提高课程质量提供结构,并促进儿童和青少年在其护理下的发展。
项目负责人为工作人员提供时间和空间,以反映、会面、规划和评估他们与儿童和青年的工作。培养团体学习氛围的项目负责人鼓励员工支持孩子的成果,专业成长,并参与持续的项目改进。yabo电子游艺
探索
有几个网站提供了有关早期护理和青少年职业成长的信息。查看列表,确定您和您的员工是否对您的专业精神感兴趣。
演示
Early Childhood Investigations. (2012). Modern ECE Professional Learning Communities: A Case Study from Mind in The Making, (webinar) Retrieved fromhttp://www.earlychildhoodwebinars.org/presentations/modern-ece-professional-yabo电子游艺learning-communities/
Gallinsky,E.(2012年)。学习yabo电子游艺型社区:一种新兴现象。幼儿,67岁(1), 20-24, 26-27.
Graham, P. & Ferriter, W. M. (2009).Building a Professional Learning Community at Work: A guide tothe first year. 布鲁明顿,印第安纳州:解决方案树出版社。
Hord,S.(1997年)。专业学习社区:持续探究和改进的yabo电子游艺社区http://www.sedl.org/pubs/change34/
Hord,S.(1997年)。专业学习社区:它们是什么?它们yabo电子游艺为什么重要?检索自http://www.sedl.org/change/issues/issues61.html
Hord,S.(1998年)。创建专业学习社区:科顿伍德溪学校。检索自yabo电子游艺http://www.sedl.org/change/issues/issues62/
Schweikert, G. (2014).幼儿专业人士的必胜之道:成为一名主管。St. Paul, MN: Redleaf Press.
Schweikert,G.(2012年)。Winning Ways for Early Childhood Professionals: Being a professional. 明尼苏达州圣保罗:红叶出版社。