Saturday, March 28, 2015

Operational Trainer - Central Region

Operational Trainer - Central Region Birmingham

Anchor has an exciting opportunity for an experienced Operational Trainer to join their team. Their main role will to be deliver effective learning & development interventions that drives and supports a competent and capable workforce.

The successful candidate will be expected to manage the regional training centre, to ensure events are planned, in line with demand, to maximum occupancy and that drives or maintains statutory and mandatory training targets.

Location: Central Region

Key Responsibilities:

• Training delivery
• Daily running of the regional training centre
• Planning interventions based on demand identified in the regional / national plans
• Adapting training materials or techniques to meet the needs of the audience
• Revision of training materials based on feedback and evaluation

Required Knowledge & Experience:

Qualifications

• Certificate in training practice, NVQ or equivalent experience
• Part of fully qualified membership of CIPD
• PTTLLS or working towards PTTLLS
• Specific care or health & safety qualifications, would be advantageous


Experience Required:

• Experience of the full learning cycle (training needs analysis, design, delivery and evaluation)
Having worked in a person centred/customer focused environment.
• Experience of training delivery to a diverse and multi skilled workforce
• Proven track record in implementing blended learning techniques

Required Skills:

• Up to date knowledge of industry best practice and standards as well as developments in the L&D arena
• Blended learning techniques
• Appropriate development interventions, suitable for learners in a customer facing environment

Closing Date: 02/03/2015

LocationBirminghamSalary£30k to £34k depending on experienceReference011922Contact NameCintia Santoianni

Anchor has an exciting opportunity for an experienced Operational Trainer to join their team. Their main role will to be deliver effective learning & development interventions that drives and supports a competent and capable workforce.

The successful candidate will be expected to manage the regional training centre, to ensure events are planned, in line with demand, to maximum occupancy and that drives or maintains statutory and mandatory training targets.

Location: Central Region

Key Responsibilities:

• Training delivery
• Daily running of the regional training centre
• Planning interventions based on demand identified in the regional / national plans
• Adapting training materials or techniques to meet the needs of the audience
• Revision of training materials based on feedback and evaluation

Required Knowledge & Experience:

Qualifications

• Certificate in training practice, NVQ or equivalent experience
• Part of fully qualified membership of CIPD
• PTTLLS or working towards PTTLLS
• Specific care or health & safety qualifications, would be advantageous


Experience Required:

• Experience of the full learning cycle (training needs analysis, design, delivery and evaluation)
Having worked in a person centred/customer focused environment.
• Experience of training delivery to a diverse and multi skilled workforce
• Proven track record in implementing blended learning techniques

Required Skills:

• Up to date knowledge of industry best practice and standards as well as developments in the L&D arena
• Blended learning techniques
• Appropriate development interventions, suitable for learners in a customer facing environment

Closing Date: 02/03/2015

Apply now


View the original article here

Speaking Volumes

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Of course, not all classroom talk is useful. Sometimes, students (and teachers) are off topic. Other times, the conversations barely scratch the surface of a topic. In the hands of a skilled teacher, however, the speaking and listening that students do result in deeper understanding, increased engagement, and significant satisfaction with schooling.

Gone are the days when a quiet classroom was equated with a good one. Productive student talk is essential to teaching and learning—and here's why.

It matters who's talking in class because the amount of talk that students do is correlated with their achievement. One study found that in high-achieving classrooms, teachers talked about 55 percent of the time; but in classrooms in which students were identified as low-achieving, teacher talk consumed a whopping 80 percent of the instructional minutes (Flanders, 1970). A more recent large-scale study of elementary classrooms similarly reported that 91 percent of instructional minutes were devoted to whole-class teaching or individual work, with "few opportunities [for students] to learn in small groups, to improve analytical skills, or to interact extensively with teachers" (Pianta, Belsky, Houts, & Morrison, 2007, p. 1796).

When students aren't asked to talk and think, well-meaning teachers fill the time with their own speaking. That's not to say that listening is devoid of thinking, but rather that talking something through facilitates understanding. When we understand a concept, it's easier to talk about it, which is probably why teachers talk so much when they're delivering content. They—as opposed to the students—are doing most of the thinking.

In classes in which students have opportunities to talk about the content, the thinking falls on them. Take Jeff Bonine's 10th grade biology class. He teaches at a school where 100 percent of students qualify for free or reduced-price lunch, and 60 percent of his students are English language learners. Most of them haven't experienced meaningful talk in their classrooms.

But Jeff is determined to change students' expectations of how they might engage in discussion. He frames each unit with an essential question, the first of which is, "How are we connected to our environment?" The unit begins with an exploration of and partner discussions about a variety of photographs, graphs, and political cartoons concerning environmental issues, such as the great Pacific garbage patch, space junk, and oil spills. Students travel in pairs from one station to the next and compose joint statements about their impressions and questions.

Jeff knows that students may not be equipped to have these conversations, so he talks with each dyad during this activity. "They see me coming, and they want to ask me the questions," he said. "My goal is to get them to develop questions we'll use in our whole-class discussion."

For example, two students were examining a chart that graphed increased carbon dioxide levels in the atmosphere. One of them said, "It's going up, but this doesn't tell us why. I heard it was because of too many cars." The other student responded, "Some years have big jumps up, and some don't. So maybe it's not because of cars. Maybe there's something else making carbon dioxide." When the teacher arrived at their station, they asked, "What causes carbon dioxide levels to increase?" They were ready to ask this question because of their investigation and interaction. Talking helps students clarify their understanding, and it helps teachers identify when to intervene.

Student talk is to teachers like water is to fish—it's the climate in which we thrive. Without meaningful student talk, teachers have far more difficulty checking for understanding and monitoring learning. Formative questioning (Black, Harrison, Lee, Marshall, & Wiliam, 2003) enables teachers to assess student thinking to unearth misconceptions or partial understandings.

This monitoring is more than just gauging whether a student is correct. Skilled teachers listen closely to student talk and rapidly perform a gap analysis, thinking, "What does the student know and not know that would lead to that reply?"

For example, when a student suggested that the United States joined World War II because of the Holocaust, the teacher had to quickly assess why the student might have come to this conclusion. He theorized that the student might have been thinking about the opening line of a speech she'd read by Franklin D. Roosevelt: "Innocent peoples are being cruelly sacrificed to a greed for power and supremacy" (1937).

The teacher had the students look at the timeline for World War II; they noted that the bombing of Pearl Harbor took place in 1941 and that Roosevelt had delivered his speech four years earlier. The teacher then invited students to discuss this issue again, asking, "Why did the United States join the war in 1941 and not earlier?" This invitation to thinking is far different from the action of a teacher who simply supplies missing information or corrects the error. Expert teachers scaffold, using additional questions, prompts, or cues to guide the learner. They provide direct explanations only when the scaffolds are insufficient (Frey & Fisher, 2010).

Robust teacher questioning generates student talk, but it can't, on its own, foster more sustained dialogue among students. Setting the stage for meaningful student talk requires well-designed tasks that provide authentic purposes for students to engage in discussion as they resolve challenging problems.

Years ago, as novice teachers, we didn't understand this. We thought that the best small-group tasks were those that held a high probability of success. It took us a while to realize that what was really occurring was more of a "divide and conquer" approach as students apportioned the assignment and then assembled the parts at the last minute. In the meantime, there wasn't a lot of interesting student talk happening; it was mostly just procedural stuff, and we didn't have much to listen for.

Now we know that productive failure is an essential part of learning (Kapur, 2008). When students have the opportunity to confront a problem with others, even when they initially fail at the task, they learn something from the experience—provided, of course, that it's interleaved with well-timed instruction that enables them to learn from their mistakes and try again. By monitoring collaborative conversations and by staying attuned to the student talk that's occurring, teachers figure out when to provide further instruction.

Second grade teacher Melissa Collier actively looks for opportunities to create productive failure in her classroom. Her students have been discussing Ed Young's Lon Po Po: A Red-Riding Hood Story from China (Puffin, 1990). Up until now, they've adopted a conventional perspective, cheering for the children who outwitted a wolf disguised as their grandmother. Then Melissa asks, "So the children are saved, which is a good thing. But they killed the wolf. In your opinion, is this a happy story or a sad one?" There's a momentary silence, as her students had not considered this. "Talk with your table partners," she instructs. "I'd like to hear your reasons."

In one group, a student says it's a sad story because the wolf was killed for "just pretending." Another student notes, "I didn't think that before. It is kind of sad. But maybe the wolf was going to eat the children, and that would be sad, too."

As her students wrestle with this moral dilemma, Melissa points out, "They won't arrive at a simple answer, which is OK. I'm interested in them wrestling with questions that aren't so simple. It means they have to listen to one another more closely."

"Reading and writing float on a sea of talk" (Britton, 1970, p. 164). James Britton, who wrote this amazing sentence, recognized that focusing on students' oral language development facilitated their ability to read and write. Those of us who attended school before Britton's work revolutionized writing instruction experienced composing as an isolating activity. You composed silently at a desk, and only the teacher read what you wrote. Within a decade, reading and writing workshops were the order of the day; conversation, collaboration, and audience took center stage.

Fast-forward a few more decades. Language arts instruction now focuses on text types. The Common Core State Standards have made three text types well known: narrative, informational, and argumentative. But drill down deeper to understand their purposes: to convey an experience, to explain, and to persuade (National Assessment Governing Board, 2010). Our purposes for talking run parallel to our purposes for writing, and both talking and writing require similar processes of construction and composition. In other words, we speak in these text types as we convey an experience, inform, and persuade.

Sixth grade teacher Amy Miles uses all three modalities to inform her students' thinking. To address the schoolwide essential question, "What's social about social media?" her students read opinion articles about cyberbullying, Internet safety, and 21st century skills. Each lesson includes whole-group and partner discussions, as well as writing for students to do before and after reading. Amy's goal is to shape a more nuanced understanding of the potential benefits and negative effects of social media use and misuse.

The fact is, we support the talking and writing we do through reading. We learn about the experiences of others through reading, which, in turn, casts a light on our own lives. We rely on reading to increase the accuracy and thoroughness of our explanations, and we employ reasoning to persuade others. Perhaps most of all, reading enriches our spoken and written language. Through the poetic turn of a phrase, the technical term used accurately, or the word that perfectly captures the temperament of the crowd, a well-read speaker or writer shines. Is it any wonder that teachers use routines like literature circles and reciprocal teaching so students can talk about reading and assimilate textual knowledge through verbal channels?

In the classroom of a distinguished teacher, "Students assume considerable responsibility for the success of the discussion, initiating topics, and making unsolicited contributions" (Danielson, 2007, p. 82). That's easier said than done. Creating a classroom driven by discussion, rather than distraction, requires planning and well-honed procedures. To create classrooms that talk, we suggest the following.

Students need to understand the purpose of the task. If they don't, they'll talk about other things. The purpose isn't for students to complete an assignment or activity, but rather for students to learn something. And that something has to be relevant.

In classrooms in which student discourse dominates, students know why they're completing tasks and how those tasks relate to their learning goals. For example, a 3rd grade teacher talked with his students about the use of similes in writing. As students engaged in collaborative writing, one noted that "similes can make your writing more interesting so readers want to read what you wrote."

In addition, the task has to be sufficiently complex to garner students' collaborative attention and effort. When tasks are less complex, and there's little chance of productive failure, students divide and conquer them. When tasks are more complex, students tend to talk with one another more, trying to figure out how to solve the challenge.

In Jeff Bonine's biology class, students work with a partner to complete a word sort; they must identify the relationships among a number of different terms, such as autotroph and heterotroph. Jeff could make this task easier by providing students with the categories in advance, but he wants them to struggle to figure out how the terms are related to one other and to defend the categories they create.

Nonverbal communication is as important as verbal communication. When students work collaboratively, we focus on their interactions. We observe the ways in which they point, lean in, hold their bodies, and stick together. These behavioral cues tell us that students are interacting well. When these behaviors are absent, the group is probably not engaged in productive discourse and may need some teacher guidance.

Teachers can teach this aspect of communication by using video clips of students from previous years, other classrooms, or the Internet to model the expected behaviors. Over time and with practice, students will begin to incorporate these behaviors.

Alternatively, teachers can use a fishbowl technique in which students observe classmates engaging in a collaborative conversation. Using a checklist that signals various behaviors to look for—such as maintaining eye contact with the speaker; remaining focused on the materials; regularly leaning into the group; and using expressions that suggest interest, questions, or agreement—students can record the moves they observe for later discussion and use. They can also use such a checklist to monitor their own use of these behaviors.

In highly productive group conversations, members make claims, offer evidence for those claims, seek clarification, offer counterclaims, and reach consensus or identify points of disagreement. In other words, members of the group can disagree without being disagreeable, and they can interact in sophisticated ways as they solve problems.

This type of language has to be taught, and some teachers use language frames to do so. For example, a 4th grade teacher used a series of frames related to supplying evidence during science so her students would practice using academic language. Here are some of the frames she offered (Ross, Fisher, & Frey, 2009):

The evidence I use to support __________ is __________.
I believe _________ (statement) because __________ (justification).
I know that ___________ is _________ because __________.
Based on _________, I think __________.
Based on _________, my hypothesis is __________.

Other teachers use accountable talk to teach students about the habits of classroom talk (Michaels, O'Connor, Hall, & Resnick, 2010). Three "accountabilities" frame the approach: Students are accountable for being fully engaged participants; using the most accurate information available; and using reasoning, logic, and evidence in discussions. The teacher's role involves more than simply posing questions and collecting answers. Instead, he or she acts as facilitator, using conversational moves that keep the dialogue going (see "A Teacher's Conversational Moves"). For example, the teacher might say, "Did everyone hear that comment? Would you mind repeating it so we can talk more about your idea?"

Amy Miles has spent the year fostering argumentation in her classroom. She often has students arrange their chairs in a large circle to ensure that full attention is on each speaker and that everyone gets a turn. Her students discuss their ideas about social media and provide evidence and reasons, in keeping with the principles of accountable talk.

In the disability community, there's a saying, "Not being able to speak is not the same as not having something to say." Students often have ideas that they aren't sure how to frame linguistically—and when they don't know how to frame their ideas, they stay silent. That's why language support is so important in the classroom. It can come in the form of sentence frames, teacher modeling, word walls, audio devices, or peer supports.

In her 2nd grade classroom, Melissa Collier uses language charts that contain target vocabulary as well as helpful sentence frames to support students' vocabulary development. In addition, she honors students' responses as they interact with her and with one another by showing interest, using positive nonverbal signals, and speaking in a respectful tone. These environmental and nonverbal factors are an important aspect of language support because students need to feel safe to talk.

Effective teachers can facilitate whole-class discussions, which is often appropriate. But whole-class discussions enable relatively few students to participate, which is why expert teachers use a combination of whole-class and small-group configurations.

Small groups should consist of two to five students. All of the groups don't need to be the same size. Some students who need to develop their social or language skills perform better with a partner. Others enjoy a diversity of opinions and work well in a larger group. However, in groups of more than five, some students typically won't talk or the students may self-divide into smaller groups. It's important to match the group size to the task at hand as well as to student needs.

One way to form groups is through alternative ranking. Using scores from a recent assessment, teachers rank students in a single column in order of performance, from the highest- to the lowest-performing student. Then the teacher cuts the list at the mid-point, placing the two lists side by side.

Groups are formed across the two lists. For example, the first group might include students 1 and 2 from the first half of the list, and students 18 and 19 from the second. The next group might include students 3 and 4 from the first half, and 20 and 21 from the second. The rest of the class can be grouped this way to create a balance of academic ability in each group. Groups can be reformed every four to six weeks on the basis of new assessment information.

Amy Miles has her 6th graders work in groups of various sizes. There are partnerships, triads, and groups of four. Some students need to be in a smaller group because they have more difficulty maintaining all the social relationships in a discussion, whereas others are more skilled at doing so and can be in larger groups. Amy has purposefully organized the students into groups to maximize their interactions and ensure there's support for them to accomplish their tasks.

Listening to students carefully gives the teacher an opportunity to guide future understanding. Rather than simply giving students information, teachers should question, prompt, and cue their thinking. In addition, teachers should be aware that their comments can build students' sense of self—their self-esteem, agency, and identity—or damage it.

Melissa Collier is thoughtful in her interactions with her 2nd graders because she wants to encourage them to keep talking and to take pride in their deepening understanding. She validates their questions and rephrases their responses by saying, "What I hear you saying is _______." She also asks students questions, especially as they work in small groups, providing additional prompts and cues to guide their thinking.

Students need to be fully engaged in speaking and listening in the classroom, beyond the need to just perform well on an evaluation or meet standards. Inviting students to talk in class improves the education experience and ensures that students learn at high levels.

Let's change the balance of talk in the classroom so that students speak more and teachers speak less. And when we do, there will be lots to talk about.



Can you tell us more?Would you say that again?Can you give me another example so we can understand?I'd like to hear what others are thinking about Robert's comment.Take your time. I can see you've got further thoughts about this.Why do you think that?Where could we find that information you just brought up?I'll restate what you just said. Listen to make sure I got it right.That's a great question. Let's pose it to the rest of the class. What do you think?

Black, P., Harrison, C., Lee, C., Marshall, B., & Wiliam, D. (2003). Assessment for learning: Putting it into practice. Maidenhead, Berkshire, UK: Open University Press.

Britton, J. N. (1970). Language and learning. London: Allen Lane.

Danielson, C. (2007). Enhancing professional practice: A framework for teaching (2nd ed.). Alexandria, VA: ASCD.

Flanders, N. (1970). Analyzing teacher behavior. Reading, MA: Addison-Wesley.

Frey, N., & Fisher, D. (2010). Identifying instructional moves during guided instruction. The Reading Teacher, 64(2), 84–95.

Kapur, M. (2008). Productive failure. Cognition and Instruction, 26, 379–424.

Michaels, S., O'Connor, M. C., Hall, M. W., & Resnick, L. B. (2010). Accountable talk sourcebook: For classroom conversation that works (v.3.1). Pittsburgh, PA: University of Pittsburgh Institute for Learning. Retrieved from http://ifl.pitt.edu/index.php/educator_resources/accountable_talk

National Assessment Governing Board. (2010). Writing framework for the 2011 National Assessment of Educational Progress. Washington, DC: Author.

Pianta, R. C., Belsky, J., Houts, R., & Morrison, F. (2007). Opportunities to learn in America's elementary classrooms. Science, 315, 1795–1796.

Roosevelt, F. D. (1937, October). Quarantine the aggressor. Speech presented in Chicago, Illinois.

Ross, D., Fisher, D., & Frey, N. (2009). The art of argumentation. Science and Children, 47(3), 28–31.


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Friday, March 27, 2015

Treat everyone the same

Email ThisOne of the lessons my Mom taught me when I was very young was to treat everyone with same level of respect; no matter their race, religion or occupation. I have always carried this with me and it has allowed me to develop very solid, long lasting relationships.

Recently, my daughter and I went on a shopping trip to West Edmonton mall. We went there because she had done such an amazing job at my cousin's wedding a couple of weekend's ago. She really did earn a day at the mall!

As we were nearing the end of the day, having went into nearly every store, and feeling quite exhausted, we walked by one of those stand alone kiosks. A young lady popped out and said to my daughter, "Let me curl your hair!" My daughter then looked at me, with her big brown eyes, and what was I supposed to say? "Sure" I said, thinking to myself, why did we have to pass by one of these bloody kiosks!

But then, I thought of my Mom's lesson and calmed down. As the young lady was curling my daughter's hair I decided to simply make conversation with her, and it actually turned out to be a very interesting discussion. She was quite passionate about her future and I think she will do well in her career; I was actually glad to have had the opportunity to talk with her.

At the end, she then asked what I did and I let her know I have my own sales company. She then said, "really! Do you have a card?" Always carrying one with me, I said yes and gave it to her. She then said "The fellow who owns most of these kiosks at the mall is very close to Don Ghermezian and I am close to their family. I'll be sure to pass it on to them. You're a great person and I think they should meet you."

I was very surprised at this as just having gotten to know a good person was reward enough; but for her to potentially help me with my business was just the icing on the cake. It also taught me that my Mom's lesson has once again helped me so much. Treat everyone you encounter with same level of respect; no matter their race, religion or occupation. You never know who you can be talking to and nothing but good can come out of it.

I wish you all the success in the world, now go out and BE the difference!


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HR Change Manager, Bracknell, £80,000 - £90,000 plus package

HR Change Manager, Bracknell, £80,000 - £90,000 plus package Bracknell An international engineering company with operations in over 30 countries currently requires an ambitious and pro-active Change Lead to join the team in Bracknell on a permanent basis, during a time of great transformation. Reporting into the Programme Manager and working extremely closely with the senior leadership team, this position will drive the company’s Change initiatives from a People perspective. Acting as a true thought leader, this role will guarantee the successful renovation of business procedures, systems and culture.

Main responsibilities will include:

Working with senior stakeholders to successfully design and implement the company’s change strategy.

Detecting and addressing potential deterrents to executing the transformation plan, and managing issues of employee resistance sensitively and efficiently.

Project managing different change initiatives, and always communicating the motivations and objectives of these projects clearly and openly.

Working with training managers and senior stakeholders to upskill the existing workforce and to prepare new hires.

In order to be considered for the role you:

Must have an excellent track record of implementing change programs in complex, international organisations.

Will be an avid team player, able to embody the company’s change vision and act as a true support and guide.

Will be an outstanding communicator, and understand the importance of efficient and honest engagement during a time of great change.

Must have strong project management abilities, skilled in the scoping, design and delivery of HR transformation initiatives.

Must be a dependable and knowledgeable professional, able to effectively influence stakeholders at all levels of the business.

LocationBracknellSalary£80,000 - 90,000 plus packageReference881994Contact NameHugo TuckerAn international engineering company with operations in over 30 countries currently requires an ambitious and pro-active Change Lead to join the team in Bracknell on a permanent basis, during a time of great transformation. Reporting into the Programme Manager and working extremely closely with the senior leadership team, this position will drive the company’s Change initiatives from a People perspective. Acting as a true thought leader, this role will guarantee the successful renovation of business procedures, systems and culture.

Main responsibilities will include:

Working with senior stakeholders to successfully design and implement the company’s change strategy.

Detecting and addressing potential deterrents to executing the transformation plan, and managing issues of employee resistance sensitively and efficiently.

Project managing different change initiatives, and always communicating the motivations and objectives of these projects clearly and openly.

Working with training managers and senior stakeholders to upskill the existing workforce and to prepare new hires.

In order to be considered for the role you:

Must have an excellent track record of implementing change programs in complex, international organisations.

Will be an avid team player, able to embody the company’s change vision and act as a true support and guide.

Will be an outstanding communicator, and understand the importance of efficient and honest engagement during a time of great change.

Must have strong project management abilities, skilled in the scoping, design and delivery of HR transformation initiatives.

Must be a dependable and knowledgeable professional, able to effectively influence stakeholders at all levels of the business.

Apply now


View the original article here

Operational Trainer - London

Operational Trainer - London London

Anchor has an exciting opportunity for an experienced Operational Trainer to join their team. Their main role will to be deliver effective learning & development interventions that drives and supports a competent and capable workforce.

The successful candidate will be expected to manage the regional training centre, to ensure events are planned, in line with demand, to maximum occupancy and that drives or maintains statutory and mandatory training targets.

Location: London

Key Responsibilities:

• Training delivery
• Daily running of the regional training centre
• Planning interventions based on demand identified in the regional / national plans
• Adapting training materials or techniques to meet the needs of the audience
• Revision of training materials based on feedback and evaluation

Required knowledge and experience:

Qualifications

• Certificate in training practice, NVQ or equivalent experience
• Part of fully qualified membership of CIPD
• PTTLLS or working towards PTTLLS
• Specific care or health & safety qualifications, would be advantageous


Experience Required:

• Experience of the full learning cycle (training needs analysis, design, delivery and evaluation)
Having worked in a person centred/customer focused environment.
• Experience of training delivery to a diverse and multi skilled workforce
• Proven track record in implementing blended learning techniques

Required Skills:

• Up to date knowledge of industry best practice and standards as well as developments in the L&D arena
• Blended learning techniques
• Appropriate development interventions, suitable for learners in a customer facing environment

Closing Date: 02/03/2015

LocationLondonSalary£30 to £34k depending on experienceReference011918Contact NameCintia Santoianni

Anchor has an exciting opportunity for an experienced Operational Trainer to join their team. Their main role will to be deliver effective learning & development interventions that drives and supports a competent and capable workforce.

The successful candidate will be expected to manage the regional training centre, to ensure events are planned, in line with demand, to maximum occupancy and that drives or maintains statutory and mandatory training targets.

Location: London

Key Responsibilities:

• Training delivery
• Daily running of the regional training centre
• Planning interventions based on demand identified in the regional / national plans
• Adapting training materials or techniques to meet the needs of the audience
• Revision of training materials based on feedback and evaluation

Required knowledge and experience:

Qualifications

• Certificate in training practice, NVQ or equivalent experience
• Part of fully qualified membership of CIPD
• PTTLLS or working towards PTTLLS
• Specific care or health & safety qualifications, would be advantageous


Experience Required:

• Experience of the full learning cycle (training needs analysis, design, delivery and evaluation)
Having worked in a person centred/customer focused environment.
• Experience of training delivery to a diverse and multi skilled workforce
• Proven track record in implementing blended learning techniques

Required Skills:

• Up to date knowledge of industry best practice and standards as well as developments in the L&D arena
• Blended learning techniques
• Appropriate development interventions, suitable for learners in a customer facing environment

Closing Date: 02/03/2015

Apply now


View the original article here

A Welcome for Every Student

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To view this article,

Karen N. Nemeth

On a recent tour of school districts, I visited two school board offices in two linguistically diverse cities. As I waited at the reception desk in one school, I realized that every word of every sign in that lobby was in English. There was nothing to make families who spoke different languages feel welcome or respected. Soon after, I visited a district building in another city where many postings appeared in 10 languages.

Reflecting on these two visits and knowing the power of first impressions, I couldn't help wondering how families from non-English-speaking cultures would feel when entering each building. If a family's initial contact was with the first district's office, how might this experience influence how that family engaged with its new school community?

Creating a welcoming environment is crucial to laying a path to success for children from different home languages and cultures. A welcoming environment goes beyond basic compliance with antidiscrimination regulations—and deeper than a few multilingual signs or posters. Multilingual signs, important as they are, are only one manifestation of a buildingwide or districtwide vision that the community will provide equitable, effective education for every student. It's the vision that's essential. Let's look at what a vision for diversity entails.

Because young children are in an early stage of language development, we must consider every child who speaks a language other than English at home to be an English learner. English learners in the early years are often referred to as dual language learners. Such children may speak English well or may never have spoken a word of English. English learners, the fastest growing segment of the U.S. population, make up about 25 percent of the population of young children in this country. Thus, we must meet their educational needs—and that requires setting a welcoming tone within each community.

An educational leader must first articulate a vision for celebrating diversity. Working for diversity is a more positive approach than focusing on enforcing antidiscrimination rules. The vision talks about what everyone can and will do rather than what they shouldn't do. It establishes a framework for the atmosphere, attitudes, learning materials, communications, teaching practices, and provision of special services for the entire community.

A guiding vision is established best through teamwork and systemwide buy-in. Everyone in the district or school must realize that success will be best achieved by using educational practices that support both home languages and English. Research clearly shows that, in the early years, support for the home language builds a strong foundation of content knowledge that will actually help students do well in English (see, for example, Buysse, Peisner-Feinberg, Páez, Hammer, & Knowles, 2014; Espinosa, 2013).

Joan Youngquist and Bárbara Martínez-Griego (2009) outlined the process one Head Start program went through to bring about change when their preschool became increasingly diverse. The first step was to establish with everyone the importance of home cultures and languages for children's learning. Leaders invited experts to present key information to the staff. Staff members then discussed what they'd learned, addressed concerns, and developed suggestions for change. Everyone eventually embraced an approach of supporting home languages in order to improve children's English—and their ability to learn in English.

Many administrative teams also create a language plan, which describes the practical features of the vision for diversity (Nemeth, 2014). This effort should be led by the top administrator, but it should also involve a cross-disciplinary committee of teachers and staff. Input from teachers with English as a second language (ESL) or bilingual education expertise will be essential; general education, special education, and other teachers will also need to give input about how to implement the plan. Therapists, social workers, librarians, and other staff can guide discussions about changes that must be made outside classrooms.

In addition to selecting curriculum and deciding how to adapt it for diverse needs, your plan should describe concretely how members of your team will address the following:

Recruiting, hiring, orienting, and supporting staff, especially bilingual staff. (Ask yourselves what information you'll need to provide new hires to prepare them to succeed in multilingual classrooms.)Welcoming, communicating with, and engaging diverse families. (What resources will you use to translate materials and interpret at meetings?)Finding and using linguistically and culturally appropriate assessments. (What are your students' language needs? What screening or assessment tools are available in those languages?)Identifying, placing, and transitioning students who are English learners. (Describe the policies and procedures you will use to accurately identify English learners and decide when to enroll them in English language development services and when to transition them out of those services.)Coordinating education services across all sectors. (What provisions will be made so that general education, special education, ESL, and bilingual education teachers can collaborate to meet students' needs wherever they are learning?)Giving guidance for how home languages and English should be used. (In what situations, during which activities, and for how much time should home languages and English be used each day?)

Once your diversity vision and language plan are in place, update the common areas and classrooms so they reflect appreciation of the diversity of your population. Everything from the school website to outdoor signs, from the lobby to classrooms, should show the diversity of ethnicities and cultures within your school. Make welcome signs and information for new parents available in as many languages as possible.

Using certified translators is always best because not everyone who speaks another language has the skills or time to do translations. Reach out to parents, local social service agencies, or volunteer organizations. Computer translation programs aren't always accurate; anything they produce should be checked by a native speaker.

These efforts could be handled by a diversity coordinator or a small committee of interested staff and volunteers. Larger districts can create a centralized process for creating multilingual resources and making them available to each building. Smaller districts can partner with neighboring ones to share expenses.

Provide cultural sensitivity training to the people who greet newcomers. You might arrange for an expert speaker on this topic or distribute articles, a book, or links to webinars—and follow up with on-site discussions. Families should see the school as a place that respects who they are and tries to meet their needs. This helps parents give their children positive messages and confidence about attending school.

The most welcoming classrooms aren't fully stocked on the first day of school—because teachers can't fully equip their classroom until they know their students. Teachers should work with students and families to bring in materials and displays representing different aspects of their cultures and languages. School administrators must develop two things: an accurate, respectful system for learning about families' home languages and cultures early on and a flexible purchasing system so all teachers can get materials they need to support learning in multilingual classrooms.

A brief home-language survey is a first step, but it may yield inaccurate information. Schools that conduct home visits—or face-to-face meetings with families—and talk about each child's home language environment, each family's cultural connections, and families' home literacy practices can better establish linguistically and culturally relevant classrooms. Once relationships have been established and educators get a deeper understanding of each student's culture and language, they can acquire necessary learning materials.

Gathering materials that reflect students' languages is essential. Young English learners will need some information in their home languages to provide the comprehensible input needed for them to learn content (Haynes, 2007). Information in both the home language and English supports learning about the connections between words, which lets students build on prior knowledge as they both master new content and learn English. Even if teachers don't speak the languages of the children in their classrooms, they can use songs, books, and posters to add some home-language experiences to the schedule every day.

Multicultural, multilingual classrooms should contain

Displays and learning materials that represent the specific cultures and languages of each person in the classroom. When possible, these should connect with what's happening in the classroom rather than just fill space, so they should change often.Materials tied to key cultures that are contributed by families or created by children—like books, magazines, handmade posters, and maps. Post these close to children's eye level. Integrate them into interactions and learning activities.High-quality fiction and nonfiction books, plus games, music, digital resources, and hands-on learning materials that include all students' languages, with authentic themes and diverse characters (Nemeth, 2012).

Digital resources can expand access to multilingual opportunities. When used carefully, translation apps and online services can help teachers, students, and families communicate. Apps that present bilingual storybooks and nonfiction help students learn concepts and can even enable teachers to say key words in the children's languages. Teachers might access culturally relevant information through websites of groups like National Geographic Education or Bridging Refugee Youth and Children's Services—or connect with classrooms, friends, and colleagues in different countries for video chats.

Remember, however, that most of a young child's language and concept learning must be done in the context of rich, engaging interactions and hands-on experiences. Time alone with a computer program isn't as effective as time using digital resources to enhance projects, conversations, and explorations (Simon & Nemeth, 2012).

Making such cultural connections helps children feel welcomed and respected and enhances their engagement. As families see their cultures and languages displayed and used in the classroom, they also get the message that their participation is welcome at school and that their home language is valuable for their child's learning. Connecting schoolwork to home culture supports the whole child. This linking should happen for every child, even if he or she is the only one in a class that speaks a certain language.

For languages common to many children in class, finding materials shouldn't be hard. Online catalogs, school book distributors, and libraries have a growing variety of languages available. But even for less common languages, don't assume there's no hope. Type the language you need into a browser's search box and you may be amazed at the resources you find.

As you prepare the classroom, use Universal Design for Learning principles. Rather than setting up environments for one kind of student and then making adaptations for anyone who doesn't fit that mold, schools that use Universal Design for Learning plan in advance to create environments that support a wide range of student abilities—or languages. Linguistically diverse schools that use this approach do things like these:

Allow teachers to use mobile devices with open internet connections so they can show YouTube videos that demonstrate concepts to students who don't yet understand the teachers' words—or to any student.Distribute videos that show students doing key school activities (such as how to be have during fire drills or purchase lunch).Set up quiet corners in classrooms where English learners can play or learn independently to get a break from the stress of trying to understand the language around them.Train staff and students in strategies for communicating respectfully with others who have different languages or abilities.Emphasize visual and nonverbal supports (picture-based schedules, story props, and sign language that enhances understanding) for all interactions.

Partnerships are a boon to keeping the classroom stocked with an ever-changing array of materials in different languages. Public libraries share the school's mission to serve everyone in a diverse community and have resources and early literacy experts ready to help. Ask about digital resources; many libraries lend e-books in a variety of languages. Approach local businesses and organizations. Early childhood programs in Washington, D.C., often ask nearby embassies to provide educational materials representing their countries. There's no reason a teacher in any state couldn't telephone an embassy office and request the same.

Parents can help find supplies and share their talents and cultural and linguistic assets. Teachers may need to let go of assumptions and let parents make decisions. One educator told me about a time her team was planning upcoming activities to celebrate various cultures. When someone suggested getting sombreros to decorate the bulletin boards, the leader rejected the idea as too stereotypical. On the day of the family event, however, one student's grandmother proudly brought in a sombrero! At that moment, the team agreed they should ask families about the appropriateness of including various items rather than make assumptions.

Professional learning and collaboration can make a real difference in the school's efforts to create welcoming environments for diverse young children. Welcoming young children who speak different languages is everyone's job, so everyone in the school should be given opportunities to learn and participate. Ideally, schools would provide time for the general education teacher, ESL teacher, and special education teacher to regularly exchange ideas about meeting the complex needs of students they have in common.1 

Give staff members many opportunities to share ideas and resources for the different languages and cultures they encounter. One New Jersey district provides a resource library of teacher-created "prop boxes" (containing things like a storybook of The Three Little Pigs in several languages; pig and wolf puppets; a brick, sticks, and straw; and models of the three houses) that support learning in different languages. When a teacher takes time to gather and make materials on a certain aspect of culture or in certain languages, that work shouldn't stay within his or her classroom.

Monolingual and bilingual teachers each need specially designed professional development to guide them in using their unique language assets as educators of young children. Coaches and supervisors need guidance to work with teachers who may be teaching in different languages; teachers and specialists need to learn how to collaborate in the best interests of English learners (Nemeth, 2012).

Inclusive, multicultural classrooms will succeed in giving young children the best start if they attend to all these elements. As the diversity of the U.S. population continues to rise, the most effective schools will be those that have a strong vision for meeting the needs of individual children—and clearly demonstrate the value of that vision in everything they do.

Buysse, V., Peisner-Feinberg, E., Páez, M., Hammer, C. S., & Knowles, M. (2014). Effects of early education programs and practices on the development and learning of dual language learners: A review of the literature, Early Childhood Research Quarterly, 29(4), 765–785.

Espinosa, L. M. (2013). PreK–3rd: Challenging common myths about dual language learners: An update to the seminal 2008 report. New York: Foundation for Child Development.

Haynes, J. (2007). Getting started with English language learners: How educators can meet the challenge. Alexandria, VA: ASCD.

Nemeth, K. N. (2014). Young dual language learners: A guide for preK–3 leaders. Philadelphia, PA: Caslon Publishing.

Nemeth, K. N. (2012). Basics of supporting dual language learners: Introduction for educators birth–age 8. Washington, DC: NAEYC.

Simon, F. S., & Nemeth, K. N. (2012). Digital decisions: Choosing the right technology tools for early childhood education. Lewisville, NC: Gryphon House.

Youngquist, J., & Martínez-Griego, B. (2009). Learning in English, learning in Spanish: A Head Start program changes its approach. Young Children, 64(4), 92–98.

1  A participant in the weekly Twitter chat at #ELLCHAT shared that her school follows this practice. This Twitter chat, organized around specific topics, happens every Monday at 9 p.m. EST. Anyone is welcome to join the discussion.

Karen N. Nemeth is an author and founder of the consulting firm Language Castle in Newtown, Pennsylvania.

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Learning & Development Specialist

Learning & Development Specialist Manchester

Due to the secondment of the existing post holder, an exciting fixed term opportunity has arisen for an innovative and dynamic Learning and Development Specialist to join our highly motivated and progressive Human Resources Division.

This impactful role is designed to create an inspirational and innovative learning and development culture which is central to our University’s success and is highly regarded by our people. 

Working proactively with senior leaders, business managers and HR Business Partners you will analyse and identify learning and development needs.   As part of a wider team of forward thinking specialists you will collaboratively provide innovative and creative learning and development solutions to support the strategic and operational business needs of our University, its employees and teams.

To be successful in this role we are looking for an enthusiastic individual with energy and passion who has had significant experience of working with senior managers and leaders to shape strategic and operational learning and development interventions and solutions. 

You will have a demonstrable track record of success in the application of learning and development solutions with evidence of providing tangible improvements in individual and business performance.  The successful candidate will also have confidence operating in an environment of transformational change, and have the ability to inspire and motivate a diverse audience through the delivery of blended learning techniques and the application of e-learning technology.

To gain further insight into the role and to apply for the vacancy please follow the link below.

Closing date: 15 February 2015

The University of Salford is committed to an inclusive approach to equality and diversity.

LocationManchesterSalary£38,511 - £45,954 PADurationFull time, Fixed term – 24 monthsReference1443770Contact NameRecruitment

Due to the secondment of the existing post holder, an exciting fixed term opportunity has arisen for an innovative and dynamic Learning and Development Specialist to join our highly motivated and progressive Human Resources Division.

This impactful role is designed to create an inspirational and innovative learning and development culture which is central to our University’s success and is highly regarded by our people. 

Working proactively with senior leaders, business managers and HR Business Partners you will analyse and identify learning and development needs.   As part of a wider team of forward thinking specialists you will collaboratively provide innovative and creative learning and development solutions to support the strategic and operational business needs of our University, its employees and teams.

To be successful in this role we are looking for an enthusiastic individual with energy and passion who has had significant experience of working with senior managers and leaders to shape strategic and operational learning and development interventions and solutions. 

You will have a demonstrable track record of success in the application of learning and development solutions with evidence of providing tangible improvements in individual and business performance.  The successful candidate will also have confidence operating in an environment of transformational change, and have the ability to inspire and motivate a diverse audience through the delivery of blended learning techniques and the application of e-learning technology.

To gain further insight into the role and to apply for the vacancy please follow the link below.

Closing date: 15 February 2015

The University of Salford is committed to an inclusive approach to equality and diversity.

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Welcome to Summer EL / The Most Important Thing

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The marathon last days of school are over, and it is now time to breathe—and to stop worrying about all the challenges you face as an educator, right? Well, maybe.

This issue is about doing one more thing—remembering why you are doing what you are doing. With so much energy devoted all year long to tackling problems, summer can be a good time to recall why you went into education in the first place, reflect on your many accomplishments, and think about the good you have done and will do in your life as an educator. It's not about self-congratulation, but about looking inside yourself for the rejuvenation and answers only you can find.

In this digital-only summer issue, we asked our authors to tell us about how they make a difference—from the small-scale, everyday doable actions fellow educators can replicate to the large-scale active leadership that keeps people engaged in and inspired by school improvement work. Principal Salome Thomas-EL, who led underserved students in Philadelphia to national chess championships, talks about the "immortality of influence" that educators can have on students. Jeffrey Benson, one of our educators featured in EL videos this month (On Making Difference and Becoming A Teacher), quotes a line from a song, "You never know when you are making a memory."

Among the topics our authors examine are working with children in poverty, encouraging students who will be the first in their family to attend college, and using restorative justice programs to build community. For example, Julie Landsman presents a list of 15 recommendations for fighting poverty—child by child. Teachers do not save the world, she notes, but they do make time for kids, listen to them, and help them gain the skills they need to help themselves.

A wonderful research report comes from Vicki Zakrzewski, education director at the Greater Good Science Center at the University of California, Berkeley, an organization that examines the science behind meaningful work—why we gravitate toward it and what kind of impact it has on our lives. Here, she describes the psychology of kindness, an innate quality of children, and how to spark that kindness in children and adults alike.

The issue would not be complete without some critical commentary on what doesn't make a difference. Gene V. Glass and David C. Berliner address five controversial reforms that are often served up as contributing to meaningful change but that should be on the chopping block, in their considered opinion. Whether you agree or disagree, fighting back and speaking out are powerful ways—and sometimes the only ways—to make a difference, as Nancy Flanagan concurs.

We hope you enjoy this bonus, free issue of Educational Leadership, and if you do, please share it with your friends electronically. We'll be back in print and online in September.

And one more thing: Thank you for doing what has to be among the top 10 most important things to do in a lifetime—teaching our children.


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Thursday, March 26, 2015

Sales Coach

Sales Coach South Yorkshire

An excellent opportunity has arisen within the cutting edge, vibrant business who are experiencing significant growth and expansion. They are looking to appoint an experience Sales Coach for their new site in South Yorkshire.

Reporting into a Head of L&D you will be working alongside another Sales Coach to partner closely with the Sales Manager's in the support and development of their teams in all areas of the Sales process. This will include working closely with sales managers to identify the on-going training needs of newly inducted trainees and existing staff and providing one to one coaching and support on a daily basis.

The right candidate will be a creative and personable individual with a collaborative and credible working style who can equally work closely with Sales trainers to provide feedback and support on requirements within the organisation in line with sales training needs.

If you are interested in this HR role please apply by clicking on the link below or contact Ashley Kate HR for further details.

Ashley Kate HR specialise exclusively in HR recruitment, nationwide for temporary, contract and permanent HR roles. We give equal priority to our candidate and client relationships and ensure we deliver a highly professional HR consultancy service at all times.

To find out more about us please visit our website at http://www.ashleykatehr.com/
Join the Ashley Kate HR LinkedIn group at http://linkd.in/HRProfessionalsNetworkUK
And follow us on Twitter at http://www.twitter.com/AshleyKateHR

Ashley Kate HR operates as a Recruitment Agency for the provision of permanent candidates and as a Recruitment Business for the provision of temporary candidates.

LocationSouth YorkshireSalary£24,000DurationPermanentReference13365 PSCBContact NameRecruiters

An excellent opportunity has arisen within the cutting edge, vibrant business who are experiencing significant growth and expansion. They are looking to appoint an experience Sales Coach for their new site in South Yorkshire.

Reporting into a Head of L&D you will be working alongside another Sales Coach to partner closely with the Sales Manager's in the support and development of their teams in all areas of the Sales process. This will include working closely with sales managers to identify the on-going training needs of newly inducted trainees and existing staff and providing one to one coaching and support on a daily basis.

The right candidate will be a creative and personable individual with a collaborative and credible working style who can equally work closely with Sales trainers to provide feedback and support on requirements within the organisation in line with sales training needs.

If you are interested in this HR role please apply by clicking on the link below or contact Ashley Kate HR for further details.

Ashley Kate HR specialise exclusively in HR recruitment, nationwide for temporary, contract and permanent HR roles. We give equal priority to our candidate and client relationships and ensure we deliver a highly professional HR consultancy service at all times.

To find out more about us please visit our website at http://www.ashleykatehr.com/
Join the Ashley Kate HR LinkedIn group at http://linkd.in/HRProfessionalsNetworkUK
And follow us on Twitter at http://www.twitter.com/AshleyKateHR

Ashley Kate HR operates as a Recruitment Agency for the provision of permanent candidates and as a Recruitment Business for the provision of temporary candidates.

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Leadership and Talent Manager

Leadership and Talent Manager London

Summary

Working with colleagues in the L&D function, the Leadership and Talent Manager will work with senior colleagues to shape, influence and deliver the talent management and leadership strategy.

Client Details

My client are a leading high street retailer looking for a Leadership and Talent Manager to join their Human Resources and Personnel team in their London office.

Description

The Leadership and Talent Manager will:



Shape and influence the talent management and leadership development strategy
Develop talented colleagues through a variety of means
Design, launch and manage leadership development programmes
Work with senior stakeholders to effectively support the development of leaders within the company
Undertake designated project management where required

Profile

The successful candidate will have the following attributes:



Level A and B BPS qualification
Experience of conducting senior leadership assessments
Experience of running talent management processes in a blue chip organisation
Leadership and management development experience
Project and stakeholder management expertise - up to senior management
Experience of working in a consumer-led environment
Experience of working with external partners

Job Offer

£55000-£65000

25 days holiday

Pension

Employee discount

LocationLondonSalary£55000 - £65000 per annumDuration12 monthsReference13424113/001Contact NameTara Davis

Summary

Working with colleagues in the L&D function, the Leadership and Talent Manager will work with senior colleagues to shape, influence and deliver the talent management and leadership strategy.

Client Details

My client are a leading high street retailer looking for a Leadership and Talent Manager to join their Human Resources and Personnel team in their London office.

Description

The Leadership and Talent Manager will:



Shape and influence the talent management and leadership development strategy
Develop talented colleagues through a variety of means
Design, launch and manage leadership development programmes
Work with senior stakeholders to effectively support the development of leaders within the company
Undertake designated project management where required

Profile

The successful candidate will have the following attributes:



Level A and B BPS qualification
Experience of conducting senior leadership assessments
Experience of running talent management processes in a blue chip organisation
Leadership and management development experience
Project and stakeholder management expertise - up to senior management
Experience of working in a consumer-led environment
Experience of working with external partners

Job Offer

£55000-£65000

25 days holiday

Pension

Employee discount

Apply now


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Show & Tell / Designing Relevant Learning

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Editor's Note: Reading about an effective instructional strategy can be valuable, but there's nothing like seeing that strategy in action. That's why we're delighted that Doug Fisher and Nancy Frey have agreed to create Educational Leadership's first-ever video column, "Show & Tell." Each month, the column will describe an effective practice and provide a link to a video demonstrating how you can apply that practice in your own classroom.

Doug and Nancy, popular ASCD authors and presenters, bring to this column a rare combination of research expertise and hands-on classroom experience. As teachers and teacher leaders at Health Sciences High and Middle College—a grade 6–12 school in San Diego, California—and as critical friends to several school districts, they have the opportunity to collaborate with teachers on curriculum, instruction, and assessment across the PK–12 continuum. We welcome them as our newest columnists.

"Why do we have to do this?" "Why are we learning this?" These are wonderful questions for students to ask.

We didn't always think so. In fact, we used to be frustrated when our students challenged us with such questions. Now we know that these questions mean that students are looking for relevance in their learning—and giving us an opportunity to make connections between the content and their lives.

It's not just students; we all search for relevance in our learning. For example, the two of us recently attended a seminar about having hard conversations. Actually, we were assigned to attend; we really didn't have a choice. Much like our own students, we were not sure that the information would be meaningful. In fact, we were skeptical.

When we arrived, it was clear that we were expected to learn and participate. Each table contained instructional materials and name cards that included question stems and expectations. The instructor began by stating the learning objectives for the day. That was unsurprising; most teachers do that. But more important, she took a few minutes to make a connection with our work and personal lives, sharing her thinking about the usefulness of the information we would learn and informing us that we would engage in a case study from our own workplaces. Further, she told us we would have four different conversations with four different people during the day as our case studies developed.

Just that fast, she had our attention. We were hooked—or, in the language of education, we were motivated to learn. We were willing to try to complete the tasks that she assigned because we not only understood their relevance to our own lives, but also anticipated that we would be engaged in interesting, collaborative tasks with other learners.

And that's what's missing from a lot of schooling. Teachers may share the day's learning target with students, but often they don't communicate why students should learn the information. In other words, the learning is not purpose-driven.

Teachers can ensure that learning is purpose-driven for students in a number of ways. Sometimes, we can relate the learning to life outside the classroom. Other times, the relevance comes from students' satisfaction in building their own competence, as is the case when students develop their writing skills or collaborate to solve complex problems. And sometimes learning is done simply for learning's sake: We tell our students, "Educated citizens in a democracy know this, and you are a part of that citizenry."

In the video clip that accompanies this column (see video below), a high school math teacher invites her students into learning geometry (specifically, mid-segments of triangles) by letting them know that this is one way that volcanologists measure volcanoes. Later in the lesson, she notes that they could also use this information to build a prop for a movie. These brief comments suggest how the learning has relevance in the world beyond school.

But motivation is fickle, and it's not as simple as making a connection with students at the outset of the lesson. We have to maintain their interest. Back in 1757, Edmund Burke wrote,

Curiosity is the most superficial of all the affections; it changes its object perpetually; it has an appetite which is very sharp, but very easily satisfied; and it has always had an appearance of giddiness, restlessness and anxiety.1 

As our "hard conversations" teacher did, after capturing students' attention we need to create purpose within the lesson itself. In the video, the teacher achieves this goal by giving students engaging, collaborative tasks. She does not tell students the properties of the mid-segments of triangles; she asks them to figure it out. They analyze data, compare their findings with those of others, and solve complex problems. In general, the collaborative tasks that motivate students the most are complex; they require that students use academic language and their argumentative skills to work together to create a product.

As you approach your next unit of instruction, consider the relevance and applicability of the information you'll teach. You might want to post a relevancy statement in the classroom. Here's a template:

We are learning about [topic], which is important because this knowledge is used by [profession] to [out-of-classroom connection]. But that's not the only reason to learn about [topic]. We use this as learners to [academic connection]. Finally, knowing more about [topic] will provide us with some important knowledge as we become global citizens!

The teacher in the video established relevance by having her students work both together and individually—for example, to summarize their observations in a data table and then analyze that data. The teacher in our "hard conversations" seminar used a quadrant partner activity so that we were accountable to four other people for specific conversations and products. No matter what instructional routine we use, we can motivate students when we clearly communicate the purpose of the learning and then involve students in complex tasks that provide significant amounts of accountable interaction.



See how a high school math teacher invites her students into learning geometry.


1  Burke, E. (1757/2008). A philosophical enquiry into the origin of our ideas of the sublime and beautiful (reissue edition). London: Oxford University Press, p. 29.

Doug Fisher and Nancy Frey are professors in the Department of Educational Leadership at San Diego State University and teacher leaders at Health Sciences High and Middle College. They are the joint authors of many ASCD books, including The Purposeful Classroom: How to Structure Lessons with Learning Goals in Mind (2011).

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Trainer

Trainer Hampshire Trainer
Hampshire
Permanent - £30,000 - £35,000

My client is a fast paced, commercial business which is expanding and evolving. Due to this continued growth they are looking to strengthen the existing Learning and Development team with an experienced Trainer.

Reporting to the Learning and Development Manager and working as part of a national team your responsibilities will be interesting and varied. Initially focusing on the delivery of their existing training programmes such as induction and sales training. As the role develops you will also be responsible for reviewing and improving these programmes, carrying out training needs analysis, design and implementation. You will take the lead on ad-hoc projects and will build relationships with a varied stakeholder group scoping out needs and developing creative solutions.

As a Trainer you will have extensive delivery experience within a corporate and professional environment. Are a strong communicator, with confidence working with senior stakeholders. You will be keen to develop your skills within a growing business and will be committed to your own personal development. Please send your CV or for further information contact Lauren Jones-Barrett on 0207 886 7225.

Advantage Resourcing is a service driven recruitment consultancy.

LocationHampshireSalary£30000 - £35000 per annumReference15215564/003Contact NameAdvantage ResourcingTrainer
Hampshire
Permanent - £30,000 - £35,000

My client is a fast paced, commercial business which is expanding and evolving. Due to this continued growth they are looking to strengthen the existing Learning and Development team with an experienced Trainer.

Reporting to the Learning and Development Manager and working as part of a national team your responsibilities will be interesting and varied. Initially focusing on the delivery of their existing training programmes such as induction and sales training. As the role develops you will also be responsible for reviewing and improving these programmes, carrying out training needs analysis, design and implementation. You will take the lead on ad-hoc projects and will build relationships with a varied stakeholder group scoping out needs and developing creative solutions.

As a Trainer you will have extensive delivery experience within a corporate and professional environment. Are a strong communicator, with confidence working with senior stakeholders. You will be keen to develop your skills within a growing business and will be committed to your own personal development. Please send your CV or for further information contact Lauren Jones-Barrett on 0207 886 7225.

Advantage Resourcing is a service driven recruitment consultancy.

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Research Says / Curiosity Is Fleeting, but Teachable

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Recently, while I was tucking my 7-year-old into bed, she looked up at her ceiling light and asked, "Why are the curlicue lights better?" I know a stalling tactic when I see one, but I felt compelled to answer. "They're fluorescent light bulbs, and they use less electricity," I told her. She wasn't satisfied. "Why do they use less electricity?" "They're not as hot, so they turn more electricity into light," I said. Still, she was curious: "Why don't they get as hot?" Nearing the limits of my knowledge of interior illumination, I offered a vague explanation about lighting a gas instead of a filament, punctuated with a quip about it being time to turn the lights off.

My daughter's curiosity made me curious, though. Where does curiosity come from? What prompts these espresso shots of intrinsic motivation to learn? And is curiosity an innate characteristic or a talent we can cultivate?

Psychologists have long puzzled over these questions and have more or less settled on a two-pronged definition of curiosity: trait curiosity (an intrinsic drive for exploration and learning) and state curiosity (interest sparked by external conditions) (Kashdan & Steger, 2007). Researchers have also observed that curiosity is often a powerful and irrational drive—a quest for information that will provide little or no material benefit, as when tabloid headlines at the supermarket pique our interest in the lives of Hollywood stars. At the same time, although powerful, it's often ephemeral; once through the checkout line, we rarely give those tabloids another thought (Loewenstein, 1994).

It's not hard to see a deeper curiosity at the heart of invention, science, and entrepreneurship. Indeed, we probably owe most conveniences of modern life to someone's curiosity.

Many studies have shown that human beings are generally born with a drive to explore their environments (Medina, 2008). Yet some young children demonstrate more curiosity than others. A longitudinal study of 1,795 children, for example, found wide variance in stimulation seeking (the drive to investigate new objects in their environments) among 3-year-olds. Further, those who demonstrated high stimulation seeking scored an average of 12 points higher on IQ tests at age 11 than their low-stimulation-seeking peers did (Raine, Reynolds, Venables, & Mednick, 2002).

These findings might appear to suggest that curiosity is more nature than nurture. However, dozens of studies conducted since the 1970s have discovered quite the opposite: Environmental conditions profoundly influence children's openness to exploration. A study of 40 preschoolers, for example, found that they were more apt to explore their surroundings in the presence of a friendly, supportive adult than in the company of an aloof, critical adult (Moore & Bulbulian, 1976).

More recently, researchers placed a curiosity box—a box with 18 drawers containing novelty items—in classrooms to see how many students would investigate it and how many drawers they would open (Engel, 2011). The major factor determining how much children tinkered with the box was their classroom environment—namely, "how much the teacher smiled and talked in an encouraging manner" (p. 635).

These findings may offer some explanation for a troubling phenomenon evident in research: The longer children stay in school, the less curiosity they tend to demonstrate (Englehard & Monsaas, 1988). In a series of classroom observations, Engel (2011) found kindergarten students displaying 2–5 episodes of curiosity per two-hour period; in 5th grade classrooms, that number dropped to 0–2 episodes; many children spent their entire school day "without asking even one question or engaging in one sequence of behavior aimed at finding out something new" (p. 633).

At issue, Engel observed, is that many teachers feel pressured to cover material and therefore have "very specific objectives for each stretch of time" and "put a great deal of effort into keeping children on task and reaching those objectives" (p. 636). As a result, they tend to treat student questions and curiosity not as teachable moments, but as off-task distractions.

What classroom conditions arouse curiosity? For starters, curiosity begins when we encounter a gap in knowledge, especially something that doesn't fit our expectations (for example, that winds blowing down from mountaintops are warm). We're also suckers for incomplete sequences (1, 2, 3, 5, 8 … what comes next?), and for unfinished narratives (a cliff-hanger at the end of a chapter).

Psychologists have also found that curiosity depends on prior knowledge (Loewenstein, 1994). We must know something about a topic to be curious about it, which explains why you're probably more curious about the nocturnal habits of your house cat than those of an African serval. This reference point phenomenon suggests that teachers should draw on students' prior knowledge to arouse their curiosity.

Controversy is another spark for curiosity (which may explain the popularity of cable news shows featuring dueling pundits). In a famous experiment, Lowry and Johnson (1981) randomly assigned 5th and 6th grade students to work in groups; one group was instructed to engage in cooperative learning about a particular topic (such as strip mining or designating wolves as endangered species); the other was encouraged to focus on the controversy regarding the topic. Students in the controversy condition demonstrated more interest in the topic, sought more information on it, and were more likely to give up a recess period to watch a film about it.

A recent meta-analysis concluded that together, effort and curiosity have as much influence on student success as intelligence does (von Stumm, Hell, & Chamorro-Premuzic, 2011). Other studies have linked curiosity to better job performance (Reio & Wiswell, 2000); greater life satisfaction and meaning (Kashdan & Steger, 2007); and even longer lives (Swan & Carmelli, 1996). With this in mind, I did some research to encourage my daughter's curiosity. I explained to her the mechanics of mercury vapor, photons, and phosphorescent paint inside the lights above her bed. She nodded, and then asked, "So why are they in a curlicue?"

Good question. I hope her curiosity will keep burning as bright as those lights in her room.

Engel, S. (2011). Children's need to know: Curiosity in schools. Harvard Educational Review, 81(4), 625–645.

Englehard, G., & Monsaas, J. A. (1988). Grade level, gender and school-related curiosity in urban elementary schools. Journal of Educational Research, 82(1), 22–26).

Kashdan, T., & Steger, M. (2007). Curiosity and pathways to well-being and meaning in life: Traits, states, and everyday behaviors. Motivation and Emotion, 31(3), 159–173.

Loewenstein, G. (1994). The psychology of curiosity: A review and reinterpretation. Psychology Bulletin, 116(1), 75–98.

Lowry, N., & Johnson, D. W. (1981). Effects of controversy on epistemic curiosity, achievement, and attitudes. Journal of Social Psychology, 115, 31–43.

Medina, J. (2008). Brain rules: 12 principles for surviving and thriving at work, home, and school. Seattle, WA: Pear Press.

Moore, S. G., & Bulbulian, K. N. (1976). The effects of contrasting styles of adult-child interaction on children's curiosity. Developmental Psychology, 12, 171–172.

Raine, A., Reynolds, C., Venables, P. H., & Mednick, S. A. (2002). Stimulation seeking and intelligence: A prospective longitudinal study. Journal of Personality and Social Psychology, 82(4), 663–674.

Reio, T. G., & Wiswell, A. (2000). Field investigation of the relationship among adult curiosity, workplace learning, and job performance. Human Resource Development Quarterly, 11(1), 5–30.

Swan, G. E., & Carmelli, D. (1996). Curiosity and mortality in aging adults: A 5-year follow-up of the western collaborative group study. Psychology and Aging, 11(3), 449–453.

von Stumm, S., Hell, B., & Chamorro-Premuzic, T. (2011). The hungry mind: Intellectual curiosity is the third pillar of academic performance. Perspectives on Psychological Science, 6(6), 574–588.


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Leadership and Talent Manager

Leadership and Talent Manager London

Summary

Working with colleagues in the L&D function, the Leadership and Talent Manager will work with senior colleagues to shape, influence and deliver the talent management and leadership strategy.

Client Details

My client are a leading high street retailer looking for a Leadership and Talent Manager to join their Human Resources and Personnel team in their London office.

Description

The Leadership and Talent Manager will:



Shape and influence the talent management and leadership development strategy
Develop talented colleagues through a variety of means
Design, launch and manage leadership development programmes
Work with senior stakeholders to effectively support the development of leaders within the company
Undertake designated project management where required

Profile

The successful candidate will have the following attributes:



Level A and B BPS qualification
Experience of conducting senior leadership assessments
Experience of running talent management processes in a blue chip organisation
Leadership and management development experience
Project and stakeholder management expertise - up to senior management
Experience of working in a consumer-led environment
Experience of working with external partners

Job Offer

£55000-£65000

25 days holiday

Pension

Employee discount

LocationLondonSalary£55000 - £65000 per annumDuration12 monthsReference13424113/001Contact NameTara Davis

Summary

Working with colleagues in the L&D function, the Leadership and Talent Manager will work with senior colleagues to shape, influence and deliver the talent management and leadership strategy.

Client Details

My client are a leading high street retailer looking for a Leadership and Talent Manager to join their Human Resources and Personnel team in their London office.

Description

The Leadership and Talent Manager will:



Shape and influence the talent management and leadership development strategy
Develop talented colleagues through a variety of means
Design, launch and manage leadership development programmes
Work with senior stakeholders to effectively support the development of leaders within the company
Undertake designated project management where required

Profile

The successful candidate will have the following attributes:



Level A and B BPS qualification
Experience of conducting senior leadership assessments
Experience of running talent management processes in a blue chip organisation
Leadership and management development experience
Project and stakeholder management expertise - up to senior management
Experience of working in a consumer-led environment
Experience of working with external partners

Job Offer

£55000-£65000

25 days holiday

Pension

Employee discount

Apply now


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Wednesday, March 25, 2015

Training Officer

Training Officer Cheshire

We are looking for candidates who can support the full learning cycle from design through to delivery and evaluation.

Your role will be to provide comprehensive training and support to the business enabling managers to focus on Performance Management across their teams and deliver and facilitate engaging and output-focused training courses.

You will have:

· Experience of rolling out a Management Programme, focused on developing first line managers on performance management across their teams

· Experience of the design and delivery of training around performance, absence and behaviour

Some travel will be required to company sites.

If you are interested in this HR role please apply by clicking on the link below or contact Ashley Kate HR for further details.

Ashley Kate HR specialise exclusively in HR recruitment, nationwide for temporary, contract and permanent HR roles. We give equal priority to our candidate and client relationships and ensure we deliver a highly professional HR consultancy service at all times.

To find out more about us please visit our website at http://www.ashleykatehr.com/
Join the Ashley Kate HR LinkedIn group at http://linkd.in/HRProfessionalsNetworkUK
And follow us on Twitter at http://www.twitter.com/AshleyKateHR

Ashley Kate HR operates as a Recruitment Agency for the provision of permanent candidates and as a Recruitment Business for the provision of temporary candidates.

LocationCheshireSalaryUp to £32,000DurationPermanentReference13171 JKCCBContact NameRecruiters

We are looking for candidates who can support the full learning cycle from design through to delivery and evaluation.

Your role will be to provide comprehensive training and support to the business enabling managers to focus on Performance Management across their teams and deliver and facilitate engaging and output-focused training courses.

You will have:

· Experience of rolling out a Management Programme, focused on developing first line managers on performance management across their teams

· Experience of the design and delivery of training around performance, absence and behaviour

Some travel will be required to company sites.

If you are interested in this HR role please apply by clicking on the link below or contact Ashley Kate HR for further details.

Ashley Kate HR specialise exclusively in HR recruitment, nationwide for temporary, contract and permanent HR roles. We give equal priority to our candidate and client relationships and ensure we deliver a highly professional HR consultancy service at all times.

To find out more about us please visit our website at http://www.ashleykatehr.com/
Join the Ashley Kate HR LinkedIn group at http://linkd.in/HRProfessionalsNetworkUK
And follow us on Twitter at http://www.twitter.com/AshleyKateHR

Ashley Kate HR operates as a Recruitment Agency for the provision of permanent candidates and as a Recruitment Business for the provision of temporary candidates.

Apply now


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Learning & Development Specialist

Learning & Development Specialist Manchester

Due to the secondment of the existing post holder, an exciting fixed term opportunity has arisen for an innovative and dynamic Learning and Development Specialist to join our highly motivated and progressive Human Resources Division.

This impactful role is designed to create an inspirational and innovative learning and development culture which is central to our University’s success and is highly regarded by our people. 

Working proactively with senior leaders, business managers and HR Business Partners you will analyse and identify learning and development needs.   As part of a wider team of forward thinking specialists you will collaboratively provide innovative and creative learning and development solutions to support the strategic and operational business needs of our University, its employees and teams.

To be successful in this role we are looking for an enthusiastic individual with energy and passion who has had significant experience of working with senior managers and leaders to shape strategic and operational learning and development interventions and solutions. 

You will have a demonstrable track record of success in the application of learning and development solutions with evidence of providing tangible improvements in individual and business performance.  The successful candidate will also have confidence operating in an environment of transformational change, and have the ability to inspire and motivate a diverse audience through the delivery of blended learning techniques and the application of e-learning technology.

To gain further insight into the role and to apply for the vacancy please follow the link below.

Closing date: 15 February 2015

The University of Salford is committed to an inclusive approach to equality and diversity.

LocationManchesterSalary£38,511 - £45,954 PADurationFull time, Fixed term – 24 monthsReference1443770Contact NameRecruitment

Due to the secondment of the existing post holder, an exciting fixed term opportunity has arisen for an innovative and dynamic Learning and Development Specialist to join our highly motivated and progressive Human Resources Division.

This impactful role is designed to create an inspirational and innovative learning and development culture which is central to our University’s success and is highly regarded by our people. 

Working proactively with senior leaders, business managers and HR Business Partners you will analyse and identify learning and development needs.   As part of a wider team of forward thinking specialists you will collaboratively provide innovative and creative learning and development solutions to support the strategic and operational business needs of our University, its employees and teams.

To be successful in this role we are looking for an enthusiastic individual with energy and passion who has had significant experience of working with senior managers and leaders to shape strategic and operational learning and development interventions and solutions. 

You will have a demonstrable track record of success in the application of learning and development solutions with evidence of providing tangible improvements in individual and business performance.  The successful candidate will also have confidence operating in an environment of transformational change, and have the ability to inspire and motivate a diverse audience through the delivery of blended learning techniques and the application of e-learning technology.

To gain further insight into the role and to apply for the vacancy please follow the link below.

Closing date: 15 February 2015

The University of Salford is committed to an inclusive approach to equality and diversity.

Apply now


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Management Consultants - Culture and Leadership

Management Consultants within GE Healthcare Finnamore actively develop their consultancy skills whilst building upon their own experience in OD, HR and line management within the NHS.   They take responsibility for designing and delivering complex and sensitive programmes that meet or exceed the expectations of both internal and external clients.

As part of our team, the role of Consultant will play to your strengths in:

•Working as part of (or managing) a team to deliver complex and sometimes sensitive assignments, which achieve or surpass client expectations.

•Striving to be the best you can be whilst sharing learning and training colleagues to build skills across the company.

•Driving assignment success by delivering valued content and insights.

•Actively growing your market knowledge to help develop and continuously improve our client offerings.

•Forging and maintaining outstanding client relationships and networks.

•Identifying opportunities and contributing to bids.

Desired Skills and Experience

You have gained experience and skills in a wide range of assessment and development techniques, through a career in consulting, health care, social care and public services.

You confidently exhibit and demonstrate a high level of competence in:

•Employee engagement

•Performance management

•Talent management and succession planning

•Coaching

•Working with organisations to effect culture change

•Board development

•Line management

•Team effectiveness diagnostics (e.g. MTBI)

•Project management 

Even if you consider yourself to have more to learn, you exhibit confidently the experience of someone who has worked closely with senior management in a health and social care setting.

You have personally had a strong impact on culture change, and are regarded as someone who gets matters organised and makes things happen.  

Your clients are assured by your skills in OD, HR, coaching and use of diagnostic tools and interventions, and the way in which you apply your skills and experience to any assignment.

In addition, the way in which you have contributed innovatively and creatively to the presentation and handover of work you have undertaken has ensured the effective and sustainable transfer of skills to your clients.

It is highly likely that you have gained qualifications to degree level in, for example and not limited to psychology, science or management.  You may have also gained further qualifications in OD, HR or Health.

About this company

GE Healthcare Finnamore is a leading specialist health and social care consultancy dedicated to improving people's health and wellbeing through the clients that we serve.  We formed following the acquisition of Finnamore Ltd by GE Healthcare in January 2014, bringing us together with GEHC Performance  Solutions UK (part of the global GEHC Partners business).  Our team of over seventy health and social care specialists combines the agility, independent-thinking and responsiveness of Finnamore, a consultancy of 21 years' standing, with GE's scale, world class leadership, and technology base and the health transformation track record of GEHC Performance Solutions UK.  We do the hard stuff, from strategy to implementation, getting alongside our clients to deliver lasting outcomes together.  We are committed to achieving change and transferring skills for the long term and our results speak for themselves.

Substantial contract wins during 2014 have created opportunities for suitably qualified candidates to apply to join the GE Healthcare Finnamore team.  Interested candidates should submit their CVs to The Shilston Partnership by Monday 2 June 2014. All shortlisted candidates will be invited to complete a numerical and verbal reasoning test as well as attending an assessment centre on 23 June 2014 in London.

Apply now


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