Stephen Watson FCIPD’s Post

🌟 Exciting Partnership for Professional Development in Education! 🌟 We’re proud to announce that we’ve partnered with CandidateGo to offer an incredible range of 25 training courses designed to enhance the skills and knowledge of our dedicated workers in schools. 🎓 This partnership underscores JDS Recruitment commitment to continuous professional development, empowering educators and support staff to stay at the forefront of their roles and provide even greater support to students. 📚 What we offer: ✅ 25 comprehensive training courses ✅ Designed to elevate skills and expertise ✅ Tailored for professionals in schools Whether it's improving classroom management, developing leadership skills, or gaining expertise in specialised areas, our workers now have access to invaluable resources that will support their growth and career advancement. Together, we’re building stronger teams to deliver the best educational experience for students across London. #ProfessionalDevelopment #EducationExcellence #TrainingOpportunities #PartneredSuccess #SchoolSupport #JDSRecruitment #Education #Recruitment #Education

🌟 Exciting Partnership for Professional Development in Education! 🌟 We’re proud to announce that we’ve partnered with CandidateGo to offer an incredible range of 25 training courses designed to enhance the skills and knowledge of our dedicated workers in schools. 🎓 This partnership underscores JDS Recruitment commitment to continuous professional development, empowering educators and support staff to stay at the forefront of their roles and provide even greater support to students. 📚 What we offer: ✅ 25 comprehensive training courses ✅ Designed to elevate skills and expertise ✅ Tailored for professionals in schools Whether it's improving classroom management, developing leadership skills, or gaining expertise in specialised areas, our workers now have access to invaluable resources that will support their growth and career advancement. Together, we’re building stronger teams to deliver the best educational experience for students across London. #ProfessionalDevelopment #EducationExcellence #TrainingOpportunities #PartneredSuccess #SchoolSupport #JDSRecruitment #Education #Recruitment #Education

The Importance of Non-Degree Credential Quality in Workforce Development... The significance of non-credit programs in today's labor market is undeniable. At the VCU Center for Corporate Education, our focus is on ensuring the quality and effectiveness of these programs. By incorporating labor market data into our program design and evaluation, we align our offerings with industry needs, providing participants with relevant and demonstrable skills. The increasing prevalence of non-degree credentials (NDCs) and the concurrent decline in traditional degree enrollments underscore the need for alternative pathways to skill acquisition and career advancement. Establishing robust quality indicators and aligning educational offerings with labor market demands are essential steps in enhancing the value and impact of NDCs. We also integrate the latest research on teaching and learning into our programs, ensuring that our instructional methods are evidence-based and effective. This combination of data-driven design and cutting-edge educational research allows us to provide high-quality, relevant education that meets the needs of both learners and employers. #NonCreditPrograms #WorkforceDevelopment #Education #SkillsTraining #LaborMarketData #TeachingAndLearning

Understanding the evolving landscape of non-degree credentials is critical for workforce development. As the demand for non-credit programs grows, it's imperative that we ensure their quality and alignment with labor market needs. At the VCU Center for Corporate Education, we not only utilize labor market data to inform our program design but also integrate the latest research on teaching and learning to enhance the educational experience. The rise of non-degree credentials presents an opportunity to create flexible and accessible pathways for skill acquisition and career advancement. In addition to these considerations, we are acutely aware of the financial pressures on both learners and organizations. By focusing on robust quality indicators and evidence-based instructional methods, we can provide education that is both relevant and impactful while also being mindful of cost. I'm excited about the strides our team is making this area and look forward to continuing to contribute to this important work. #HigherEd #WorkforceDevelopment #NonDegreeCredentials #EducationResearch #SkillDevelopment

Interesting to see the labour market predictions for next 10-15 years.

Matt Jessop 👏 This is a brilliant post 😁 The role of HT is absolutely bonkers, especially in smaller schools where they literally may have to mop the floors, clean the toilets, or lock up after work. Can you imagine any other sector where the MD or CEO would have to do this? Nuts! This is not what is meant by generalists, unless you are referring to 'general dogsbody' of course. This is a big part of what MATs and/or the local authority is supposed to be for... Running all the day to day business and back office ops so that teachers don't have to. If you are not part of a MAT and can't afford to recruit your own professional business services team, then it is definitely worth considering a managed or shared service model... As for the average HT tenure of 6-7 years... this actually sounds pretty good... try working in data, where the average CDO only lasts for 2-3 years! Why? Lack of exec leadership buy-in. 😳 Maybe we should do a deal? Disclaimer: All views expressed in this post are my own. 😎

Takeaway from National Education Leaders Workshop: Teacher Recruitment with Purpose: We explored innovative approaches to attract and retain top talent, starting with storytelling. Schools should highlight their why to connect with educators who share their mission and values. A recruitment strategy steeped in authenticity will draw those ready to shape the future together. #NELW2024Atlanta K12 Coalition Insight Education Group, Inc.

The partnership between higher ed and industry is critical

Are Headteachers the New Generalists? Navigating the Complexities of School Leadership and the myriad of things that go with it… I'm knackered, permanently. The HT role is around 70 hours per week, with constant challenges and new legislation (today I found out I have to register the 6 school chickens, to prevent future bird flu cases spreading, but local shooting estates can still release thousands of pheasants…). The role of a HT in England is multifaceted and demanding - utterly bonkers to put it another way. Strategic leadership, managing the vision, staff management, pupil welfare, community engagement, curriculum (and associated nonsense), H+S and cutting the grass… small school HTs may have more variety and different challenges / pressures to those in larger schools. Recent research indicates that the average headteacher works 63 hours per week, far exceeding the standard workweek. The average tenure for a HT is estimated to be around 6-7 years. This relatively short career span, coupled with the extensive workload, made me ponder this: Are HT’s the new generalists? In an era of specialisation, HTs are expected to be experts in everything from curriculum development and pedagogy to finance, human resources, and even facilities management. We’re constantly navigating a complex web of challenges and (unrealistic) expectations, often with limited time and resources but always racing around like a ... While the generalist nature of the role can be incredibly rewarding, it also presents significant challenges. It can lead to burnout, limit opportunities for professional growth, and hinder the ability to delve deeply into specific areas of expertise. Perhaps it's time to reimagine the role? Can we create a system that allows HTs to focus on their core strengths and passions? Should we explore distributed leadership models that share responsibilities and expertise across a wider team? How would this work in small schools (around 3000 in England)? How can we provide more support and development opportunities to ensure they thrive in their roles for the long term? We can't allow the current turnover to continue. Within the education sector and it's many, many challenges education depends on strong leadership. The role of HTs needs a lot more recognition. Either that or Fortune 500 companies will snap us up - please DM 😉 #headteachers #educationleadership #generalists #workload #professionaldevelopment Ross McGill Milly Tamati Emma Darcy Jonny Clark Daren White Al Kingsley Jim Knight Daren White Ian Phillips Caroline Keep

Here are a few observations I have made while working in Higher Education: 1. Some "Professionals" really aren't professional in any way...at all. 2. Just because people possess numerous degrees and serve in leadership capacities, while holding great titles or positions does not mean that they know how to lead, can develop people, are capable, competent, or effective at their jobs, or can think critically. In some cases people are in leadership due to good connections. 3. The system of higher education must find better ways to utilize and develop their younger staff. Younger professionals are the future of higher ed and they have a myriad of interesting ideas, remarkable solutions, and valuable insights that can propel institutions forward. 4. Higher Education has so much opportunity for innovation, creativity, and numerous chances to become (and remain) relevant. It just doesn't use it. 5. In higher education, mentorship and advocacy are the keys to advancement.