Development professionals - The BCG Way Case Study

Development professionals - The BCG Way - Case Study Example The process of career development and mentorship processes that are followed in the organisational structure of BCG are innovative and modern.In this part of the case study analysis,the evaluation of the career development and mentorship program will be taken up with due consideration to the processes’ strengths and weaknesses. Strengths of the Career Development and Mentorship Process The promotion system at the BCG’s career development process is not based on a specific tenure but on the basis of a â€Å"time window†. It represents that the employees at BCG gets promoted only when they achieve sufficient amount of knowledge and skill in a particular area of operation. The employees pass through a continuous feedback and consulting session with their respective assigned Career Development Committee (CDC) advisors. The advisors become the mentors of the employees and the employees derive sufficient amount of help from them. As the ratings are done on the basis of various working areas of the employees, there exists an opportunity of improvement in all the operating areas. This is because the employees will continuously try to improve all the working areas for better appreciation. The employees get a chance of excelling in the areas of their choice as they are provided with the option to approach their mentors to get them know their areas of interests. This allows the employees to create interesting mode in their jobs. This is known as the staffing pattern where the scope of becoming a generalist or specialist lies for the employees. Moreover, continuous training process for the newly recruited employees is followed in the BCG that provides a basis for the employees to develop in their skills and socializing nature, create network and expand the sense of BCG as an organization. Besides the assignment of CDC advisors to the employees, mentors are also assigned. The interaction sessions with the mentors are more formal than that with the CDC advisors. Weaknesses of the Career Development and Mentorship Process The promotional process that BCG follows may at times create certain feelings of frustrations among the employees. The frustration can come up due to the pressure of performing the best with no room for failures, as failures might lead to their termination. The BCG employers somewhat try to evaluate their employees’ performance strictly, to ensure that the performance is constantly improving. This is most likely to head a chance of non-believing in the performance feedback system of the company. In the case of staffing, the employees have to be proactive in building their skills as they have to show evidence that they are good at the particular area where they are urged to move. For being proactive, the actual levels of performance might get hampered. Provision of formal training might not always produce fruitful results as the BCG itself believes that â€Å"experience is the best teacher†. At times, it might appear that the time allotted for the formal training has resulted in wastage of time, resources and energy with limited facts. Informal mentorship process might not provide appropriate results as too much of advises around the employees can make him/her confused. Moreover, the

Equality Within Modern Educational System Essay

Equality Within Modern Educational System - Essay Example (Beveridge, 2004) Crucially, the home-school relationship is also influenced by the child himself or herself. It is apparent, for example, that where parents see that their children are liked and valued by teachers, they are more likely to feel positive about communication and cooperation with school. At the same time, however, there is evidence that children seek to preserve some privacy in their home and school lives and to 'manage the gap' (Alldred et al., 2002) between them. Concepts of inclusion and inclusive education have developed over time within the context of broader social values and political priorities. When the Warnock Report (DES, 1978) was published, it used the term 'integration' to refer to the involvement in mainstream school of those children with special educational needs who had traditionally been educated in segregated provision. It distinguished between different forms of integration: locational, when children with special educational needs share a site with mainstream pupils; social, when they also share social out-of-class activities; and functional, when they join in at least some mainstream lessons. This very simple model quickly became associated with narrow interpretations of what integration involved. It appeared to endorse a step-by-step progression, where children who could demonstrate their suitability might gradually move towards full involvement in mainstream provision. As Sir Cyril Taylor (Chairman of the Specialist Trust) once said while giving interview to BBC, "Everybody should be concerned if there are children in the under performing schools" (BBC, 2006a). Bearing all of these approaches in mind, the emphasis was placed on where education took place, rather than on its quality. Further,... This paper approves that disabled school pupils and university students in England and Wales are about to get legal rights against discrimination. Under legislation coming into force on 1 September, educational institutions will have to ensure that disabled learners are not disadvantaged. And admissions procedures must not discriminate against disabled students seeking to enrol. Earlier disability legislation had exempted the education sector. But the Special Educational Needs and Disability Act now extend the anti-discrimination protection to education. Institutions have to make â€Å"reasonable adjustments† to ensure that disabled students can participate in courses and lessons. This essay makes a conclusion that in all schools, the quality, style and attitudes of leadership (in particular those of the head teacher) are crucial to creating and maintaining an inclusive ethos. One head stated, ‘We are a comprehensive school’, before stressing his duty to all-children in his community, including those with learning and behavioural difficulties. In schools coping well with behavioural issues, statements such as this were an articulation of deeply held beliefs, and senior staff, imbued with inclusive values, possessed the skill and motivation to influence the attitudes and actions of their sometimes more-doubting colleagues. Many teachers and Learning Support Assistants have become receptive to senior staff initiatives to engender positive behaviour management. Conversely, head teachers and senior staff are receptive to, and supportive of, teacher ideas and initiatives.