In this accessible and informative step-by-step guide, early years consultant Debbie Garvey provides leaders and managers with best practice tips and advice for developing their performance management skills in early years settings.
Drawing on current research and the author's wealth of experience in the field, each chapter sets out effective performance management techniques that leaders can apply to their workplaces, on topics such as staff development, recruitment, appraisals, conflict management, feedback and evaluation, mentoring and coaching and health and wellbeing. Grounded in an understanding of neuroscience and brain development, this practical book provides advice on how to ensure a safe and motivational environment for both children and staff to develop, whatever their needs.
Designed to support new and existing managers, the book includes reflective exercises, key theories and case studies to enable leaders to develop a style suited to their team and setting, ensuring children are given the best possible support during their first and most crucial development stage.
List of Tables and Figures. About the Author. Preface. Acknowledgements. Introduction. 1. Brain Development Neuroscience & Staff Development. 2. The Role of Adult Learning in Performance Management. 3. Using Performance Management Techniques. 4. Supporting Staff Development. 5. Using Feedback and Evaluation. 6. Conflict Management. 7. Continuing Personal Development and Lifelong Learning. Endnote: Reflecting on Performance Management. Bibliography. Index.
I was delighted when asked to review Debbie Garvey's book, particularly since I had been invited to write the introduction to her first book - Leadership for Quality in Early Years and Playwork. This latest book is a fascinating guide for setting leaders and challenges them to reflect, sometimes deeply, on their approach to performance management. It takes readers on a journey of discovery, exploring the 'hows' and 'whys' of performance management. It starts with an account of the neuroscience of behaviour and leads to a very useful selection of tools and techniques for leaders to use.
Debbie's style is fascinating. Despite her claims not to be an academic, the work is well supported by research. What makes it so readable, however, are the very personal anecdotes which give us, as readers, the chance to engage in her world - a world which is well informed, insightful and illustrates her own dilemmas and how they are being resolved.
I heartily recommend this book to all setting leaders, as well as others who are interested in leadership in the early years sector, or indeed in a fascinating narrative.
