Transcript The Continuous Learning Framework

Speaking about feelings
The Continuous Learning
Framework
Today’s Aims
• Raise your awareness of the Continuous Learning
Framework
• Work through some exercises that will start you
on a CLF journey
Purpose of the CLF
• To improve the quality of outcomes for people
using social services by supporting the workforce
delivering them to be the best they can be
• To set out a framework for continuous learning
for the whole of the social services workforce in
Scotland
CLF: The 4 key areas
Organisational
capabilities
•
Personal
capabilities
•
Knowledge,
skills, values
•
Qualifications,
training
•
Organisational capabilities the culture and conditions
in the workplace that
enable social service
workers to be the best they
can be
Personal capabilities - how
people manage themselves
and their relationships with
others in the workplace
Knowledge, skills, values
and understanding –
education, indirect skills,
beliefs.
Qualifications and training –
DipSW, SVQ, formal training
The CLF…
• sets out the shared commitment needed from
social service workers and their employers to
lifelong learning and continuous improvement
• builds on Codes of Practice
• Enables you to capture, clarify & evidence your
daily learning
• BUT it’s not mandatory –
Partnership working
Leadership at All Levels
Team Working
Evidencing Quality Practice
More with Less
Person centred Service
Qualification and
Registration
Self Directed Care
Quality Assurance
PRTL
Lifelong Learning
Coaching & Mentoring
Training & Travel rationing
Succession Planning
Being Flexible
Building Resilience
The CLF is an approach that
will enable and enhance
seemingly disparate processes
Lets Go On Holiday
But we don’t speak the lingo!
So are actions and
relationships are constrained
Supermarket or Local Shop
Car Hire or Public Transport
So we arm ourselves with a
phrase book
(or a book of procedures)
What happens when the
conversation doesn’t follow the
script of the phrase book?
How much more richer is that
holiday if we communicate?
We all have procedures to follow
but practice requires reflective
workers who know themselves
and strive to develop relationships
The CLF could be thought of as
a language of care
How the CLF can aid learning &
development throughout a care
career
Post Registration Evidence
CAREER
Coaching & Mentoring
PATHWAYS
Evidencing Higher Quality
Leadership Development
Succession Evidence
RECRUITMENT
& INDUCTION
CPD
CLF
Feedback
Values Checking
Effective Supervision
Recognition of Prior Learning
Competency to Quality Practice
Start of Critical Reflection
Contributing to Learning
Environment
Capacity for Learning?
Evidence Gathering
SVQ
Coaching
The CLF or ?
We could
always wait for
the training bus
Why bother to learn?
Relationships are complex. It is not surprising
therefore to discover that any practice in this field
is bound to be difficult, thought-provoking......
It can hardly be left to the rigidities of documents,
devices and drilled people.(Law 1986)
If we are to recover compassion, we need not only
emotionally intelligent social workers but also
emotionally intelligent organisations which must
include those who manage and legislate for them.
The Emotionally Intelligent Social Worker – David Howe 2008
Continuous Learning?
• We all get that instinct or feeling of good days, of
doing something well or dealing with a situation
poorly
• These are signs of our emotional intelligence
Continuous Learning?
• How do we deal with those learning moments:
• Talk to your partner!
• Have a glass of wine and forget it
• Personalise the experience
• Share it with another worker or your supervisor
Talking about qualities
The Continuous Learning
Framework
is a
dialogue
Lets turn to …..
Page 33
In CLF Book
MANAGING SELF
ORGANISATIONAL AWARENESS – BEING AWARE OF THE PURPOSE
OF YOUR ORGANISATION AND THE CONTEXT IN WHICH IT
OPERATES
THE SOCIAL SERVICE WORKER…
ENGAGED
ESTABLISHED
ACCOMPLISHED
» demonstrates an
» recognises and values the
» is able to consider the
» is recognised for the
understanding of how their
organisation works, their role
within it and how their work
contributes to the purpose of
the organisation
role of everyone in the
organisation in the delivery of
high quality services
underlying challenges,
tensions and opportunities
affecting the organisation
significant contributions they
make to the organisation
» is aware of changes in the
context in which they are
working, e.g. the law, policy,
new initiatives, etc.
» takes responsibility for
keeping up to date with
changes in the organisation,
e.g. policies and procedures,
and the wider context in
which they are working, and
understands the rationale for
these changes
» understands the challenges
and opportunities affecting
the organisation and is able
to see these from a range of
perspectives including those
of people who use services
and their carers, colleagues
and managers.
EXEMPLARY
» anticipates how events or
» seeks to influence the
organisational response to
changes in the law, policy or
other aspects of the social
service sector
situations will affect
individuals or groups in the
rest of the organisation and
can skilfully manoeuvre these
situations
» shares their insight
» uses their knowledge of the
appropriately with others
within and outwith the
organisation to challenge
views and bring about
continuous improvement.
organisation, the social
service sector and other
agencies to identify shared
purpose and achieve better
outcomes for people who use
services and their carers.
Discussion Topics
• When do we start becoming
organisationally aware?
• Reorganisation or restructuring what
happens to our awareness?
• What does good organisational
awareness look like to users?
Personal capabilities
Managing relationships
• A focus on people who use services and their
carers
• Working in partnership
• Motivating and leading others
• Empathy
• Dealing with conflict
Personal capabilities
Managing self
• Professional autonomy
• Lifelong learning
• Flexibility
• Confidence
• Resilience
• Accurate self-assessment
• Awareness of impact on others
• Organisational awareness
Learning to log
Why have a log?
To inform a PRTL (for SSSC)
To inform any internal CPD system
As an memory aid for supervision
As an memory aid for appraisal/performance
review
• To have a system of recording events for
evidencing CLF capabilities
•
•
•
•
Log
No
Date
What I did and
why
What I learned from
it
How I will use or have used
it
CLF Capabilities
evidenced
Let’s have a go at doing a log entry
• Think of a recent event that
resonated with your emotional
intelligence
• Then enter it in the log
Log No
Date
What I did and why
What I learned from it
How I will use or have used it
9.9.08
Chaired team meeting part of PDP - constructively
challenged xxx in the meeting
That others appreciated my efforts to bring the
meeting back on track and minimise the impact of
xxx’s behaviour – she was talking over others and
straying from the agenda item. (Evidence:
positive comments from 6 people after the
meeting)
Discussed with xxx after the meeting and her
feedback was that she did not feel offended by my
intervention and that I had handled it well
Try dealing with others in this way when faced
with difficult participants rather than letting
them disrupt the meeting and limit others’
contributions
Consider setting groundrules at outset of
meetings in future – this might make it easier
to intervene
30.9.08
Administrator Interviews –
member of panel; normal
work activity
Candidate asked excellent questions to gauge
what it’s like working here:
- most recent person asked to describe the culture
- all asked to say what we’d most like to change
Consider using similar questions when
applying for future jobs.
Be better prepared with some answers next
time on panel!
27.10.08
Attended Excel course –
development need identified @
appraisal
Finally cracked formulae and charts. Realise
where/why I’ve been going wrong. Feel more
confident and mental block re Excel now a thing of
the past
Report coming up where I need to provide
stats – will now feel confident about producing
this.
Will practise at home with household accounts
etc
15.1.09
Resolved complex client
complaint following
difficult meeting with
colleague – normal work
activity
That I can manage my own response when faced
with challenging situations – the client would
never have known that I’d been upset prior to the
discussion and I managed to successfully defuse
the anger expressed by the client and resolve the
issue to the client’s satisfaction
To maintain pride in doing a professional job
and delivering excellent service to clients
CLF Capabilities
evidenced
Log Numbers are copied
into appropriate pie sections
Organisational
capabilities
The role of the organisation is the crucial
factor in an individual worker’s efforts to
learn and grow ...
At some stage within it’s CLF Journey – the
organisation will have to address its own
capabilities.
We have developed an audit tool to make
this process as straightforward &
comprehensive as possible
Organisational
capabilities
• Creating a learning and performance
culture
• Planning for learning, development and
improved practice
• Promoting access to learning and
development opportunities
• Promoting access to feedback
• Treating people with dignity and respect
• Focusing on health and wellbeing
Organisational
capabilities
The CLF Audit tool
The Audit tool url; http://workforcesolutions.sssc.uk.com/course/view.php?id=29
Note that this tool requires the installation of a free program (available online)
called Adobe AIR http://www.adobe.com/products/air/ – this may be not
straightforward to install because of corporate IT procedures and permissions. It
is quick & easy to install on a home computer.
However this excellent free tool is an ideal way to continuously audit, evidence
and action plan the development of a true learning organisation, service or team.
The evidence produced will flow nicely into Quality Assurance portfolios and
evidence requirements for Inspections. It incorporates a staff survey that can be
done anonymously and will quickly identify the gaps between reality and
expectation.
We have word versions of the audit tool available and can help with the
Surveymonkey set up
What’s in it for me?
Self esteem and self knowledge
Gain recognition for your prior learning
Develop your practice, reflective abilities
Keep learning and have a focus to that learning
Evidence gathering - CPD, PRTL, Inspection
CLF evidence will link in to SVQ
Evidence quality in your practice
Have capabilities that are valued in all care
settings
• Be able to support others in an objective way
• Evidence your capability to work at higher levels
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•
•
•
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What’s the problem?
CLF language?
The whole of CLF is a big step for one person
My organisation isn’t interested
Training not learning and development section
I’m not able to influence the wider scheme of
things
• I’m being told to do more with less
•
•
•
•
•
Qualities into capabilities
Discussion Topics
• What next
• What would be the ways of using the
CLF in your work setting that might
have the most immediate impact?
Resources
• Books, CDs available
• Website with practice examples and resources
• www.continuouslearningframework.com
• Support from CLF Project Team
• Fiona Clark at the SSSC on 01382 207218 or
email: [email protected]
• Ian Fricker at the SSSC on 01382 346176 or
email: [email protected]
What local support would you like?