Continuous Personal Development Criteria

Continuous Personal Development CriteriaContinuous maestro development (CPD) A case study to examine wherefore we need to bewilder go under criteria as to what constitutes continuous professional development.This paper sets out a proposal to establish the means by which certain hypotheses around friendly Work CPD may be tested, through primary research. It does so substantively through a limited, pilot survey of the views of Social Workers themselves, focusing on the value and spirit of their own actual and previous CPD experience. The latter were also invited to comment on proposals for alternative frame flexs for SW CPD. The objective of this process was to evolve specific lines of enquiry and areas of occupy for wider research. As novel research by Doel et al. argues, At an soulfulness level t here is clear evidence that professional development is highly valued, and that participating in these opportunities is much(prenominal) possible to increase confidence, sca rcely non for e rattling nonpareil. (Doel et al., 2008 p.563) The question is, what kind of CPD is most valued by practitioners themselves, and who determines the types of development paths they follow? Does the element of choice determine the utility of grouchy CPD for individual practitioners? How far does the authoritative atmosphere of assessment and managerialism impinge upon self-determination in professional development?The issue of self-determination is a theme from the inessential literature which is embedded in this research. As MacDonald et al. argue, sociable work as an activity push aside be unders withald as an integral part of the modernist jump out of g everywherenance developed and institutionalised in the nineteenth and twentieth centuries (MacDonald et al., 2003 p.195). Whilst this toilette be readily accepted, it arguably masks the dynamic of client age which politics of importtained, not only over social work, unless other professional groups. The latt er were invariably involved in some form of campaign to exert leverage on formal circles for recognition in institutional terms. In Britain, social work looked directly to the province for its legitimizationAccordingly, the political fortune provided by the publication of the Kilbran strike and Seebohm Reports was seized by proponents of the professional social work project, who campaigned for the implementation of the Reports, for example through the Seebohm Implementation Action Group. (MacDonald et al. 2003 p.198). As this suggests, Social Work was liable to be co-opted into the social projects of the state on a utilitarian basis, with reciprocal implications for the indep oddityence of the profession. As Jordan and Jordan head up out, In essence, social work is not a means of implementing policy formally and directly, further of mediating the local conflicts generated by new programmes, and engaging with service users over how to fit new measures to their needs. They furthe r argue that, It is a waste of its potential for these tasks to process it as a crude instrument for the imposition of government rules or the quasi-scientific application of research findings. (Jordan and Jordan, 2000 p.10).What are the implications of this tension for CPD in SW? Potentially con positionrable, it is argued here. The meditate around Social Work education has become focused on whether there has been the supplanting of education by training the sequestering of discourses of depth by those of scrape up the setting aside of issue directge for skills, and the general triumphof competencies over the complexities of abstraction. (Webb, 1996 p.186)It follows from this that the definition of effectual CPD constitutes a continuation of such debates through other means another(prenominal) area through which to contest who exactly defines what is relevant, or best practice, in terms of developing solutions for practitioners and service users. How far, for example, do such resources merely reflect the psyches of Lisham, that official ideas about practice tend to be externally imposed and based more on the requirements of managerial control and less on the professional debt instrument to evaluate practice and policy and thereby increase their effectiveness. (Lisham 1999 p.4). Subsumed within this is a more subliminal question, which is, where is the space in which SW practitioners can express their views or develop dialogues about professional issues? It would appear that we now have a situation where the parameters defined by the GSSC represent the only legitimate channels for debate.methodological analysis and Research IssuesIn essence the research enquiry followed devil themes, one evaluative, one predictive. Within both, it was intended to elicit views without any leading or rhetorical influence, although current conditions in public sector SW may make this difficult to achieve, as will be discussed below. The specific evaluative enquiry offere d practitioners the opportunity to briefly assess their own level of satis accompanimention with their current and previous CPD. The specific predictive proposal made was that CPD be more focused, through the memorial tablet of an agreed range of activities, designed to augment and enhance SW practice. The overall theme of this was to explore the idea that CPD could be more relevant to SW practice, in the perception of practitioners themselves.This proposal ac seeledges the necessity for inclusion of both positivist (quantitative) and phenomenological (qualitative) elements in the enquiry. These labels are arguably less important than the characteristics they represent however. These will explored in more detail below, but it is important here to identify the positivist paradigm as supposedly value-free, and the phenomenological as (in relative terms) value bearing. Obviously, these two model absolutes represent the research ideal, and should not, in any case, be assumed to correla te with the parallel categories of objectivity and flying fieldivity. Research paradigms in either category would arguably rely on objectivity for their integrity and utility. It is here that the design and operation of a particular model will attract the most stringent scrutiny, especially from its assessors or counter-theorists. Also, when ascribing the contrasting paradigm labels to particular research strands and evidence, it is perhaps important to consider Collis and Husseys idea of an unavoidable symbiosis between the two. Although we have identified two main paradigms, it is best to regard them as the two extremes of a continuum. As you move along the continuum, the features and assumptions of one paradigm are gradually relaxed and replaced by those of the other paradigm. (Collis and Hussey 2008 p.48). In other words, the quantitative and qualitative paradigms become less discrete and more difficult to distinguish, once the process of interpretation begins. Absolute object ivity is maintained with difficulty, evening in the context of an exacting statistical survey meanwhile purely qualitative work starts to move along the continuum, as soon as clamant patterns are sought for collateral in phenomenological terms. Various interpretations are possible in any statistical model, whilst even the clearest qualitative conclusions are arguably discipline to bias, as soon as a possible conclusion begins to frame subsequent enquiries. As Patton argues, A paradigm of choices rejects methodological orthodoxy in favour of methodological appropriateness as the primary criterion for judging methodological quality. (Patton 1990 pp.38-39).In terms of this study, the methodological issues are basically two-fold. In the first instance, we have a very small sample of data in proportion to the overall scale of what is potentially a national issue. The sample employed here was obtained from one area, and so is immediately vulnerable to the charge that it fails to analys e possible regional variations in both strategy and best practice. Although it reflects differentiated levels of satisfaction with the CPD process, it does not turn back the views of those who might express with varying objectivity the most exacting critiques i.e., those who have left the profession overdue to dissatisfaction with the career structure, or CPD possibilities. In the second instance, we have three discrete form of data to integrate, i.e. double star yes/no questionnaire responses, written answers, and more in-depth, qualitative interviews, as s come up as information from secondary sources. The infallible fusion of these sources in a cogent form inevitably becomes an editorial process, vulnerable to charges of subjectivity and bias. This is arguably what Ely refers to as the teasing out what is considered the essential implication of the data obtained. (Ely, 1991,p.140). (Quoted in Wright et al 1995). This, arguably, is especially pertinent because we are resear ching a matter of public policy, where positivist data tends to be adapted to value judgements by governments, and governing bodies. As Denzin and capital of Nebraska point out, qualitative research is inherently multi-method in focusHowever, the use of multiple methodsreflects an attempt to secure an in-depth under provideing of the phenomenon in question. Objective reality can never be captured. We know a thing only through its representations. (Denzin and Lincoln, 2005 p.5).In term of representation, the specific enquiries made here are designed to produce data at micro level, although their collective implications may have a meso function in terms of the local negotiation of control over CPD standards and access. Only a numerically wider and more varied study could produce data which might function at macro level. However, the ultimate connection between micro and macro is implicitly accepted here as Strauss and Corbin point out, the distinction between micro and macro is an ar tificial one. (Strauss and Corbin, 1998 p.185). The point is though that this limited sample cannot establish such tautology in absolute terms, only suggest ways in which it may be researched further.To these two empirical issues may be added more complex ethical issues around confidentiality and contractual obligation. To employ the current parlance of Human Resources Management, all employees have a psychological contract with their management, wherein informally agreed tenets of fairness operate. As Williams indicates. ..this interpersonal aspect to fairness reminds us that there is a social basis to the transfigure relationship between employer and employee and we might expect this to be part of the psychological contract. (Williams, 1998 p.183). It has to be conceded that any debate engendered around CPD has the potential to impinge upon the either side of the psychological contract, a fact which may influence and limit the format of questions.30 brief questionnaires were sent out, of which 22 were returned three of these answerers agreed to be interviewed, and the aforesaid(prenominal) interview pro-forma was employed in each context. There were 14 female respondents and 8 male in keeping with contemporary guidelines, age was not elicited. The criteria for subject selection was that the respondent should be an established practitioner, i.e. have at least two grades service, but no managerial responsibilities. The interviewees were invited to participate and the customary protocols followed in terms of permission to use the material, based on anonymity and the right to withold use of the material.Analysis and FindingsThe mode of analysis employed was substantially one of triangulation. The binary responses were tallied and are expressed as percentages. In indecision 4 the written responses were sorted into those indorseive, un braveive and uncomitted with regard to the proposal (of an agreed ten-part choice of CPD activities). Based on this polarisat ion, qualitiative responses were then taken from the interview transcripts to illustrate and expand upon the themes identified.22.75 per cent of respondents agreed that 90 hours of CPD was fitted for SWs over a three year period 18.2 per cent thought it in commensurate, whilst a majority, 59.15 per cent thought the whole idea of a prescribed amount of hours too arbitrary. 18.2 per cent considered that the current SW guidelines were effective, with an equal amount disagreeing with this proposition. A majority 63.7 per cent expressed the view that some kind of change was necessary. Only 13.65 per cent of respondents thought that the CPD options getable to them in person had been sufficient for their needs as a practitioner. 27.3 per cent meanwhile thought such resources had been insufficient. 22.75 per cent thought the available CPD had at least been legitimate, whilst 36.4% disagreed with this idea.The written responses heretofore produced a fairly polarised set of information. 35 per cent of those who answered supported the idea of being able to select their own CPD activities from a ten choice range. Of the latter, a majority gave some kind of indication that they saw within such a development the opportunity for gaining more control over their own professional development. This was evident from responses such as Yes, great idea, assuming practitioners are involved in drawing it up, and Yes, perfect. If we get to choose whats on the list, other its expert another form of management control, and we already have too much of that. (Appendix 3). Interestingly, the same concern underpinned the rationale of the 55 per cent who did not support the idea. As one respondent put it, I get dressedt hark back it could work because CPD is all about standardisation, this idea involves too much individual choice for the powers that be to accept it. This was expressed more directly in the views of another, who remarked that No. CPD just ticks a management box, it doe snt really help me, so I come int expect four or ten or whatever it is boxes to tick. (Appendix 3). The 10 per cent who were uncommitted raised concerns about relevancy and the numbers of available options. (Appendix 3)The twenty two tallied responses to Question 5, about practitioners preferences for CPD areas, produced an overwhelming choice for a specific vocational focus in the form of Multi histrionics Working, at 36.4 per cent. All of the nine other activities suggested scored 9.1 and 4.5 per cent respectively. (Appendix 3)As might be expected, the interview questions produced the most detailed qualitative data. When asked to evaluate the personal enormousness of CPD for them, two respondents identified pressure of work rather than management imposition as the main impediment to their pursuing more professional development. The first respondent stated that it wasVery Important. I know I dont spend enough time doing it very often, but thats just the nature of the job at the moment, where we are all running to stand still. Its very difficult to commit a worthwhile timetable of CPD when you know for a fact that you wont actually do half of it, due to unforeseen commitments. . The second respondent meanwhile acknowledged that it was Not as important as it probably should be. Its a box I know I should tick, but in a department where we cant even advance at the moment, its not a priority. Sorry. (Appendix 5). The third respondent explained their lack of commitment to CPD in terms of their lack of control over it I know its vital, but who is it for exactly? If its just stuff they have in mind I should be doing, rather than what I want to do, then I could well live without it. (Appendix 5).In terms of the specific proposal, i.e. that of providing practitioners with a framework of choice for CPD, the responses were varied. Respondent 1 replied, I cant opine of ten.for me in person at the moment, it would be team-building, and risk assessment, cocksure may be multi-agency working. (Appendix 5). Respondent 2 indicated talk, risk assessment, leadership, policy development as their preferred foci. Respondent 3 indicated interest in IT skills, communication, multi-agency working, risk assessment, adding that .the list is endless (Appendix 5)Provisional ConclusionsConcerns about who would take responsibility for more liberal and diffuse CPD should be noted here, as in the response , Who would supervise it? Ill bet it would just be an extra job dumped on psyche wish me. (Appendix 3) Such objections reflect trends in management which have already been highlighted in the related literature. As Watson points out, The drive for local and central government to modernise and become more accountable has led to a rise in responsibilities of managers for performance management and transparency in decision making. (Watson, 2008 p.330)The extent of interest in multi-agency working as a useful area for practitioner CPD, is something which has alread y been noted in the related literature. As Farmakopoulou has indicated, The main inter-organizational inhibitory factors were related to structural difficulties and lack of joint training. Education and social work departments embody different statutory responsibilities (Farmakopoulou 2002 p.1064). Whilst this specific point is obviously vocationally limited, a wider one about inter-professional cooperation may arguably be scatty from it.In terms of generalisability, it has to be acknowledged that this research and its findings is vulnerable to usual charges of subjectivity which may be levelled at triangulation. As Denzin and Lincoln concede, Triangulation is the simultaneous pompousness of multiple, refracted realities. Each of the metaphors works to create simultaneity rather than the sequential or linear. Readers and audiences are then invited to explore competing visions of the context, to become immersed in and merge with new realities to comprehend. (Denzin and Lincoln 2005 p.6).However, in terms of putative research questions, enough areas of potential interest have arguably been identified to warrant further investigation. Themes would beInvolve a larger cohort of respondents.Involve local management as respondents, to obtain views from both sides of the psychological contract.Involve the GSCC on their views about possible change. addendum ONEQuestionnaire. Are you male .. female..For each question, please indicate the statement with which you agree most by ticking it.Question 1.a. 90 hours CPD is sufficient for a SW Practitioner over three years. b. 90 hours CPD is insufficient for a SW Practitioner over three years. c. 90 hours is far too arbitrary an amount of CPD for a SW practitioner it should be varied for individuals. Question 2.a. Would you agree that the current SW CPD guidelines are effective? b. Would you disagree with the idea that the current SW CPD guidelines are effective? c. Do you think that changes are necessary in current SW CPD? Question 3.a. Has the available SW CPD been sufficient for your needs as a practitioner? b. Has the available SW CPD been insufficient for your needs as practitioner? c. Has the available SW CPD been consistent? Inconsistent? Question 4 Please explain why you would support OR not support the idea of a ten-criteria list from which to select SW CPD activities?Question 5 Which areas of professional competence would you include in a ten-criteria list?APPENDIX 2Tables of Questionnaire Results.Question 1.90 hours CPD is sufficient for a SW Practitioner over three years.90 hours CPD is insufficient for a SW Practitioner over three years.90 hours is far too arbitrary an amount of CPD for a SWpractitioner it should be varied for individuals.5413Question 2.Would you agree that the current SW CPD guidelines are effective?Would you disagree with the idea that the current SW CPD guidelines are effective?Do you think that changes are necessary in current SW CPD?4414Question 3.Has the availab le SW CPD been sufficient for your needs as a practitioner?Has the available SW CPD been insufficient for your needs as practitioner?Has the available SW CPD been consistent?Has the available SW CPD been inconsistent?3658APPENDIX 3Question 4 Please explain why you would support OR not support the idea of a ten-criteria list from which to select SW CPD activities?Why ten? It should be about relevance, not a number.Yes I would, but only if I got to choose them, so they were relevant to my needs.No, because it would expand what is already a drain on my time.I dont think it could work because CPD is all about standardisation, this idea involves too much individual choice for the powers that be to accept it.No who would enforce or administer it?Yes, although why settle on that number?Yes, great idea, assuming practitioners are involved in drawing it up.Yes, perfect. If we get to choose whats on the list, otherwise its just another form of management control, and we already have too much of that.Yes, if we can get everyone to agree on it.No. It sounds to me like the thin end of a very large wedge which Ill have to fit into my diary.No. Im still trying to contain up with my be CPD, so I definitely dont need any more.No. One CPD target is enough, I wouldnt want any more than that.Yes, if it happens, but I cant see it.No. Wouldnt this just be more big brother stuff from the GSSC?No. I imagine the bureaucracy the government would create around it.No. Who would supervise it? Ill bet it would just be an extra job dumped on somebody like me.I like the idea in principle, but I think a smaller number of options would be more helpful.No, because I think the current system is OK, and manageable within realistic constraints of time.No. CPD just ticks a management box, it doesnt really help me, so I dont want four or ten or whatever it is boxes to tick.Yes, its just what we need to give us more of a example in our own professional development.The 20 written responses obtaine d for Question 4, though qualitative in nature, have been sorted into three categories supportive, unsupportive, and uncommitted.Supportive 35%2.Yes I would, but only if I got to choose them, so they were relevant to my needs6. Yes, although why settle on that number?7. Yes, great idea, assuming practitioners are involved in drawing it up.8. Yes, perfect. If we get to choose whats on the list, otherwise its just another form of management control, and we already have too much of that.9. Yes, if we can get everyone to agree on it.13. Yes, if it happens, but I cant see it.20. Yes, its just what we need to give us more of a voice in our own professional development.Unsupportive 55%3. No, because it would expand what is already a drain on my time.4. I dont think it could work because CPD is all about standardisation, this idea involves too much individual choice for the powers that be to accept it.5. No who would enforce or administer it?10. No. It sounds to me like the thin end of a ve ry large wedge which Ill have to fit into my diary.11. No. Im still trying to catch up with my existing CPD, so I definitely dont need any more.12. No. One CPD target is enough, I wouldnt want any more than that.14. No. Wouldnt this just be more big brother stuff from the GSSC?15. No. I imagine the bureaucracy the government would create around it.16. No. Who would supervise it? Ill bet it would just be an extra job dumped on somebody like me.18. No, because I think the current system is OK, and manageable within realistic constraints of time.19. No. CPD just ticks a management box, it doesnt really help me, so I dont want four or ten or whatever it is boxes to tick.Uncommitted 10%1.Why ten? It should be about relevance, not a number.17. I like the idea in principle, but I think a smaller number of options would be more helpful.Question 5 Which areas of professional competence would you include in a ten-criteria list?Team Building skills 2Leadership skills. 2Multi-Agency Working. 8 IT skills. 1Risk Assessment. 2Intercultural Skills. 2Communication Skills. 1Policy Development. 2Strategic Development. 1Self-Reflection being a reflective practitioner. 1APPENDIX 4Interview Pro-Forma.Time in SW Current PostQuestion 1. How important is CPD to you as a Practitioner?Question 2. Would you change any aspect of current CPD practice?Question 3. What do you see as the principal issues in current SW CPD practice?.Question 4. Could you identify some of the areas you would include in a ten-item range of activities for SW CPD?APPENDIX 5INTERVIEW TRANSCRIPTS.Question 1. How important is CPD to you as a Practitioner?Respondent OneVery Important. I know I dont spend enough time doing it very often, but thats just the nature of the job at the moment, where we are all running to stand still. Its very difficult to commit a worthwhile timetable of CPD when you know for a fact that you wont actually do half of it, due to unforeseen commitments. Respondent twoNot as important as it pr obably should be. Its a box I know I should tick, but in a department where we cant even recruit at the moment, its not a priority. Sorry.Respondent leashI know its vital, but who is it for exactly? If its just stuff they think I should be doing, rather than what I want to do, then I could well live without it.Question 2. Would you change any aspect of current CPD practice?Respondent OneNot all of it, as some of it can be very good. I would definitely give people more choice, and the group/team learning idea is a very good one.Respondent TwoPersonally, I think its all about resources I mean, Id let people timetable for it, and relate it closely to what they needed as practitionersbutthat would cost money money which, as far as I can see, we just dont have at the moment.Respondent ThreeYepId I either get rid of it.or do it properlyI cant see either happening at the moment though.Question 3. What do you see as the principal issues in current SW CPD practice?Respondent OneTime. All th e time its an add-on, when it really needs to be a practice-centred activity which you could timetable for, and really concentrate on.Respondent TwoFor me its all about relevance and real value. I can spend any amount of time becoming a more reflective practitioner, but that doesnt help me if my case-load is increasing while Im doing it.Respondent ThreeWell, I can only comment on what they are for me.the real issue is, a lot of what I get given(p) or I should say, is inflicted upon me as CPD, has very little to do with my case-load and the real problems I face. Maybe its because Im old-school, pre-graduate and all that. Yes its all very interesting, but, well, Im not an academic There, Ive said it This is what I do, and no amount of CPD seems to change that.Question 4. Could you identify some of the areas you would include in a ten-item range of activities for SW CPD?Respondent OneI cant think of ten.for me personally at the moment, it would be team-building, and risk assessment, plus maybe multi-agency working.Respondent TwoCommunication, risk assessment, leadership, policy development.Respondent ThreeIT skills, communication, multi-agency working, risk assessment.the list is endlessBibliographyBrown, K., and Keen, S., (2004), Post Qualifying Awards in Social Work (Part 1) Necessary Evil or Panacea? 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