计划支持

"It is not enough to be industrious; so are the ants. What are you industrious about?"- Henry David Thoreau

Program managers and T&Cs are in positions that require them to interact with numerous staff and families. Their work plans can include a variety of tasks. It can be easy to get caught up in the small, mundane tasks. Staying focused on the aspects of the work that have the greatest impact on creating and maintaining a high-quality program for children, youth, and their families can be difficult when there is so much to pay attention to. This lesson points out those aspects of program management (hiring and supporting staff) that most contribute to the quality of the program.

招聘的重要性

T＆CS和计划管理人员是儿童和青少年计划中公认的领导团队。他们的职责是支持工作人员每天与儿童，青年和家庭的持续工作。他们提供的支持是个人和方案宽。计划人员可能有一个课堂上发生的事情，但领导团队有责任监督该计划各个方面的质量。有很多方法可以提供支持持续质量改进的计划支持，但最有影响力的是招聘和保留特殊的工作人员。儿童和青少年的护理和教育计划中最大的预算线始终是工作人员。工作人员是该计划的心灵和灵魂。

A particular service or program model will likely have specific procedures that must be followed for hiring new staff members. There are many employment laws and procedures that must be adhered to in the hiring process. This may involve a team of people in addition to the program manager (e.g., a supervisor, a lead teacher, or a member of the family advisory board). For assistance in understanding these laws and procedures, refer to your Service specific guidelines concerning hiring.

Hiring new staff can be very time consuming and expensive and should be undertaken with great responsibility by program managers. Careful selection of the best qualified staff is essential to creating and maintaining a high-quality program. Program managers know what knowledge and skills they want staff to possess, and they look to hire individuals who are open to learning and developing as professionals. Managers are typically aware of aspects of their program that are less successful and may wish to add staff members who bring new ideas and energy to their program. When a new staff person is hired, program managers and T&Cs are often the first to welcome them to the work setting.

为所有员工创造一个欢迎的工作场所

T&Cs and program managers are responsible for acclimating new staff to the program. As the recognized leadership team, T&Cs and program managers are tasked with helping all staff succeed in their jobs. Intentionally welcoming new staff when they join the program may influence their desire to remain employed in the program. A new-staff orientation, as well as a training and mentoring process, may eliminate future problems where a staff member is unsure of a program rule or procedure. In addition, some of the benefits of having a new-staff orientation, and a training and mentoring process, is that you can highlight from the start, and continually reinforce your program's goals, missions and objectives for serving children, youth and families. These experiences also offer time and structure to create trust and professional partnerships that support high quality care. Staff members know from the beginning that you are there to support their professional development, and that asking questions, seeking support, and learning together is encouraged. Your Service may have an excellent formal orientation process for new staff, but you may want to create opportunities to orient new staff within your particular setting. Each workplace has a culture or way of doing things. It helps new staff to feel part of the team when they are welcomed and invited to be a part of a workplace's culture. (e.g., program staff enjoy a complimentary chair massage during their break or take part in a healthy treats potluck).

以下是欢迎新员工的一些建议：

• 有目前的工作人员创造一个“我希望我在这里工作时我希望的事情”的名单。将其包含在方向活动中并将其添加到员工手册中。包括幽默的例子（笑声是一个伟大的破冰机）。
• 条例和程序经理应该故意原理图edule brief check-ins with new staff members to make sure all is going well. T&Cs especially can provide constructive feedback and help new staff members celebrate successes as well as provide additional information and clarification of policies or procedures. Many new employees see the job as working with children and youth, but it is important they understand that working with adults is also a critical aspect of their position. This often becomes clear during their first weeks of work.
• Assign a seasoned staff member to be a mentor to the new staff member. Think carefully about this assignment and personally ask staff members if they would be willing to take on this leadership role.
• Leave a brief positive descriptive note in the new employee's mailbox describing something you saw him or her doing (e.g., "I saw how excited Juan was to see you when you came in this morning, and how happily you greeted one another. I can tell the children and families are beginning to develop strong relationships with you."). Encourage them as they learn their new job responsibilities. Everyone needs recognition from a coach or supervisor, but especially when starting a job in a new setting.
• 通过新的工作人员批准，通过计划通讯文章或图片网站或Facebook页面简要介绍她或他到家庭。

所有工作人员都需要觉得欢迎并与该计划相连。为新人员创造一个欢迎的地方尤为重要。从一开始就建立与每个工作人员的强有力的关系，是T＆CS和计划经理如何确保每个员工都有价值。

观看下面的视频，了解工作人员如何为同事员工创造欢迎和支持环境。

计划管理：计划支持

Connect Individual Staff Performance Evaluations and Goal Setting

在大多数中心，计划经理负责进行员工评估。培训和课程专家可以提供与计划经理的见解和分享观察。不同的计划将有自己的员工评估协议。个人员工评估始终是计划经理（或其他评估员）与正在评估的工作人员之间的协作过程。使用观察和客观数据收集技术在为其工作表现提供反馈时至关重要。

员工评估应始终以积极的，建设性的方式进行。在与员工进行评估时，计划经理应保持专业，礼貌，清晰和客观。结果应始终是工作人员更多地了解他们的实践以及如何与儿童，青年和家庭的工作。决定员工和计划经理决定的绩效目标和目标应该是可观察和可衡量的。实现目标和特定支持的时间表（例如，网络研讨会，读数，DVD），以协助工作人员在实现目标方面应记录。

员工评估和文件应始终保密。程序经理需要确保其他工作人员或家庭无法访问包含这些文件的人员文件。专业目标设置和工作人员达到这些专业目标的手段也可以作为计划目标。培训和课程专家可能会注意到，当她或他观察到各种教室时，工作人员需要一些策略来帮助儿童和青少年从户外过渡。过渡策略的主题可能是T＆CS可能希望在专业学习日期间专注的东西。yabo电子游艺这将让员工在过渡期间引导儿童和青少年的策略相互头脑风暴。

包括关于绩效评估和专业发展计划决策的员工承认他们是专业人士，能够反思并为自己的增长做出贡献。为工作人员创造学习和问题的机会 - 解决造成归属感，每个人都能够分享想法。

通过专业发展活动提高质量

T&Cs and program managers will want to engage staff members in job-embedded professional development activities as much as possible. For instance, a training and curriculum specialist observes in a preschool classroom as they transition to lunch and notices this is a chaotic time. After discussing his/her observations with the staff member(s), the T&C suggests that he or she visit tomorrow during the same transition and lead the children in fingerplays or songs as they prepare for lunch, modeling some new strategies for the program staff. Staff working in child and youth programs are required to learn about a variety of topics (e.g., child development, teaching techniques, child guidance, child assessment, building relationships with families, health and safety, team-building and collaboration with colleagues). Learning often occurs in the context of day-to-day work in the program.

正如工作人员不断学习的那样，T＆CS和计划经理也是如此。yabo电子游艺同样，作为计划领导，他们模拟了改善他们的技能和实践的开放态度。T＆CS和计划经理可能希望公开陈述员工他们自己的专业目标是什么以及他们如何计划满足他们。寻求面对面的专业社区的实践，与导师合作，或与其他T＆CS和计划管理者调度电话会议可以帮助他们作为领导者的增长。不断学习新技能和知识是成为yabo电子游艺专业的一部分;对于工作人员来说，看看并不完美的领导人很重要，并表现出个人致力于扩大他们的知识和技能。

除了工作嵌入式学习机会外，还有许多其他方式T＆CS，程序yabo电子游艺经理和工作人员可能想要参与学习。教育家和作者Gigi Schweikert（2012）为进一步学习提供这些来源：yabo电子游艺

• Colleges and universities (face to face and online)
• 正式课程和网络研讨会
• 其他人（导师，惯例社区，专业书籍群体）
• 员工培训
• 讲习班
• Books
• 绩效评估
• 访问其他程序
• 伙伴
• 会晤
• Conferences
• 专业组织的会员资格（例如，零三;国家幼儿教育协会;学校协会后）

Program managers should always carefully choose appropriate webinars, workshops, and other professional development resources for program staff and for themselves. Service specific guidelines should always be applied. There are many high-quality free webinars and modules available online. You may want to become familiar with the following excellent online resources:

• 幼儿调查网络研讨会
• Family Engagement, Language, and Literacy Webinar Series
• 孵化早期学习网络研讨会yabo电子游艺
• 虹膜模块：幼儿环境

创建协作团队的过程

除了上面突出的专业开发资源和实践外，您的一部分是T＆CS或计划管理人员可以帮助创建和鼓励共享所有权，以便仔细思考创建协作团队和您自己作为团队成员的角色。就像我们所做的一切，学习与他人一起工作是一场不会在一夜之yabo电子游艺间发展的技能。相反，它是随着时间的推移发生的过程。就像你在学习任何新技能或经验时，你必须投入学习yabo电子游艺和练习新事物的时间和努力。能够与他人合作，需要持续的工作，能源和承诺。请记住，您参与的每个人都是一个独特的个人。在您与同事，家庭和计划人员的日常互动中，您总是带来您的兴趣，您的个性，气质，您的背景经验以及您的特殊能力和人才。您将自己视为该计划中的领导者的方式可以与同事，家庭和工作人员定义您的互动和关系。当您与计划人员和家庭一起工作时，合作的时间可以使包括您的整个计划受益，但最重要的是您关心的儿童或青年。

建立协作关系需要时间，努力和关注，但通常具有有意义的成果，从而提高了方案的整体质量。在与您的计划中的T＆CS或管理人员合作时，您应该有机会分享成功以及彼此的挑战。您也可能将这些经历视为与您与您有类似兴趣的其他人建立新朋友和网络的机会。

Two of the country's leading experts on building collaborative teams, Jacqueline Thousand and Richard Villa, identify five elements as critically important in creating a collaborative process. (Johnson & Johnson, 1997; Thousand & Villa, 1990, 2000, p. 258). As you read these, think about how they reflect your experiences with collaboration in your program:

1. Face-to-face interaction among team members on a frequent basis
2. 相互“我们都在一起”积极相互依存的感觉
3. 专注于信任建设，通信，领导，创造性问题解决，决策和冲突管理中小群人交际技能的发展
4. Regular assessments and discussion of the team's functioning in setting goals for improving relationships and effectively accomplishing tasks
5. 对彼此持令商定的责任和承诺负责的方法

在您的日常工作中，您有意识地，有意识地，有关如何与同事，家庭成员和计划人员一起互动的有意识，故意决定，实际上，您是其他人在您的程序中发生合作如何进行协作的模型。作为团队的一部分要求您以积极的态度和对道德行为的承诺进入伙伴关系。无论您多么经历，都是合作工作场所的一部分，应该是您作为T＆C或计划经理的练习的核心。儿童保育设置主要是以人为本的工作场所。最大的资源是人。结果应该是快乐，安全的儿童，青年和家庭。

反思自己的经验和实践

除非这些环境对于在其上工作的成年人也有益，否则不能创建儿童的高质量环境。教育教授莉莲凯茨，Talks with Teachers of Young Children（1995）敦促专业人士问自己以下问题。当您阅读这些问题时，请考虑您自己的工作环境中的事情。

总的来说，与程序人员，您的T＆CS或计划管理人员有关系：

• 支持ive rather than contentious?
• 合作而非竞争力？
• 接受而不是对抗性？
• 信任而不是可疑的？
• 尊重而不是控制？

有效的领导者价值合作并承认彼此共同努力，计划工作人员和家庭成功的重要性。他们知道重视他们的节目实践并在需要时进行更改是很重要的。他们还知道庆祝成功并承认他人，如同事和方案工作人员在日常工作中的努力非常重要。Your program may plan joyful events that build community at different levels: among the staff, as well as among staff, children and families (e.g., acknowledging individual staff members during staff meetings, celebrating staff birthdays and life events with potluck lunches, attending a professional training together, organizing family nights, inviting families to participate in classroom and program experiences, inviting families to spend time with children and youth in the classroom).

在与他人合作的同时是您工作中最有价值的部分之一，它也可能呈现挑战。它需要奉献，承诺，解决问题的技巧，以及学习，改变和灵活的意愿，以解决方案中的多个和经常复杂的需求。您有责任维持专业行为，并在面临独特的挑战时寻求同事或适当的接触点。您还需要准备好的帮助计划员工解决挑战，同意，当他们面临困难的情况时，他们不确定如何解决。

当您故意创建合作团队并反思团队中的贡献和实践时，您可以帮助保留高质量的员工。您可以鼓励工作人员对您的计划的目标，任务和目标的投资。T＆CS和计划管理人员在重视每个人为团队中的作用和支持建模和支持协作团队合作中的角色和责任时，帮助创建和维持质量计划。