Responsibility for Personal and Professional Development Effective personal and professional development is the result of co-operative and co- ordination working at all levels in the university and also with the individual members of staff. At the strategic level the personal and professional development implications of strategy and vision must be recognized and resourced.
Overall responsibility for the development and delivery of Personal and Professional Development policy and strategy rests with the Director of Human Resources and the Personal and Professional Development Unit. The Director of Academic Professional Development and the Academic Professional Development Advisory Group, convened by the Director of Human Resources, acts as a central focus for the co-ordination, planning and provision of a range of learning and teaching development activities.
The Deans and/or Associate Deans for Learning & Teaching, as appropriate, liaise with the Director of Academic Professional Development in order to consider appropriate ways in which development needs can be met, including delivery at apartment/section/unit or Faculty level, or through central delivery. The link between centrally delivered and Faculty-based development activities is supported by regular and ongoing contact between the Director of Academic Professional Development and Faculty contacts for Academic Professional Development, normally the Associate Dean for Learning & Teaching.
Heads of department/section/unit ensure that all staff employed in their area receive appropriate advice so as to ensure direct and substantial benefits are achieved for staff undertaking any voltmeter, support towards identifying their developmental needs through the review process and by other means, and ensure that adequate time is made available within workloads to allow staff to engage In Identified and agreed development activities, as appropriate, to address these needs.
Faculties and departments/Stetsons/unlit are expected to expand upon the centrally delivered personal and professional development programmer by making effective use of any monies devolved to them for this purpose. Day-to-day management of university- did generic personal and professional development and training, as well as management training and development, Is the responsibility of the Director of Management and Personal Development.
Generic personal and professional development and training comprises those satellites which serve a widespread need In the university such that Is efficient and effective to provide them centrally, either In-house, bought-Len or externally provided, rather than ask departments or Faculties to source them. They Include Interpersonal skills, administrative skills and management skills. They do not Include skills narrowly applicable to only one specialist function or adolescence, which are best sourced through a department’s or Individual’s links, perhaps to the research community or a professional society.
Management and Professional Development By Examination ordination working at all levels in the University and also with the individual available within workloads to allow staff to engage in identified and agreed departments/sections/units are expected to expand upon the centrally delivered management training and development, is the responsibility of the Director of voltmeter and training comprises those activities which serve a widespread need in the university such that is efficient and effective to provide them centrally, either in-house, bought-in or externally provided, rather than ask departments or Faculties to source them.
They include interpersonal skills, administrative skills and management skills. They do not include skills narrowly applicable to only one specialist function or discipline, which are best sourced through a department’s or individual’s links, perhaps to the research community or a professional society.
