Case Study 1

Lisa is the director at a local centre. She feel strongly about having a reflective practice approach at her centreto improve practice. She believes it is important that all of her staff talk openly about work practices and waysthat they can improve the organisation and themselves.

It is performance review time at her work where all staff will have an interview with her to discuss how theyare doing at their job

a. How can feedback be delivered so that it is productive and useful?

b. Lisa is able to get some good feedback from her staff at the performance reviews about how processes can be improved at their centre. She would still like to know what their clients think. How could she goabout actively seeking feedback from this group?

c. Once she has all of this feedback what should she do with it? Should she just change everything thatanyone has commented on?

Lisa has a performance review with an employee, Jane, who is new and works as a Certificate III qualified in the

toddler's room.

In conversation Jane lets Lisa know that she has been a bit confused about some of the sunsmart procedures atthe centre. She is not sure if she is doing everything she needs to when she helps get the children ready to go

outside to play.

a. It is fantastic that Jane is talking to Lisa, how else could she have found out more information about whether she is meeting the legal requirements at the centre for being sunsmart?

b. Lisa also lets Jane know that they have some money in the budget for professional development of staff.

She wants to know if there is any particular area that Jane would like to attend a workshop on in thefollowing year. What factors should Jane be thinking about as she considers which type of workshop to attend?