Positive Ageing and Human Resource Development seeks to introduce readers to some of the major cultural issues that the current demographic changes of the workforce as the national default retirement age within the UK has moved from 60 to 67 and beyond represent for the workplace. This phenomenon is happening in other economies. It recognises there are social shifts in terms of the psychological contract and expectations of different sets of workers. Rather than seeking to extend ideas around multi-generational research eg millennials and generation X/Y, it provides some contributions and commentary which may inform employers, HR professionals and those interested in Human Resource Development (HRD) when considering how to plan for these challenges. It considers the concerns that HRD thinking has largely been focussed upon the development of leaders or managing people, rather than how such sociological shifts may impact upon the nature of work and subsequent productivity. It recognises that many companies have failed to plan their people management strategies and talent management approaches to cope with this shift largely given their uncertainty how to address. It takes a set of contributions then, which focus upon different issues broadly based around age, in order to provide illustrations of some of the areas for discourse of the lived experiences of those affected by the probability of working into their late 60s or potentially even late 70s. Much of this is focussed around women's working lives as the impact of later working represents a number of peculiar issues around the valuing of women's work and its contributions.

The Developing Professional Practice series provides a thoroughly comprehensive and cutting edge guide to developing the necessary knowledge, skills and understanding for teaching within the 0-7, 7-14 or 14-19 age ranges. Each of the three titles offers a genuinely accessible and engaging introduction to a wide range of professional practice supporting the education of babies to young adults. Discussion of current developments in theory, policy and research is combined with guidance on the practicalities of working with each age group. Numerous examples of real practice are included throughout, along with a range of additional features to help promote understanding. Education in the 14-19 sector is going through a period of unprecedented change. This textbook provides a clear, accessible and supportive guide to reent developments in policy, theory and practice, providing you with a complete resource to support you in your initial teacher training. Each chapter includes a range of interactive pedagogical features, designed to aid understanding: Case studies provide extended examples that illustrate core concepts and theories in action Research focus features outline important research studies, revealing their key findings and demonstrating how these apply in everyday practice What do you think? boxes encourage you to reflect on, and interrogate, what you have learnt.

Positive Ageing and Human Resource Development seeks to introduce readers to some of the major cultural issues that the current demographic changes of the workforce as the national default retirement age within the UK has moved from 60 to 67 and beyond represent for the workplace. This phenomenon is happening in other economies. It recognises there are social shifts in terms of the psychological contract and expectations of different sets of workers. Rather than seeking to extend ideas around multi-generational research eg millennials and generation X/Y, it provides some contributions and commentary which may inform employers, HR professionals and those interested in Human Resource Development (HRD) when considering how to plan for these challenges. It considers the concerns that HRD thinking has largely been focussed upon the development of leaders or managing people, rather than how such sociological shifts may impact upon the nature of work and subsequent productivity. It recognises that many companies have failed to plan their people management strategies and talent management approaches to cope with this shift largely given their uncertainty how to address. It takes a set of contributions then, which focus upon different issues broadly based around age, in order to provide illustrations of some of the areas for discourse of the lived experiences of those affected by the probability of working into their late 60s or potentially even late 70s. Much of this is focussed around women's working lives as the impact of later working represents a number of peculiar issues around the valuing of women's work and its contributions.

Are you involved in assessing the new apprenticeships? Are you clear about your role and responsibilities in the context of the new apprenticeships? Do you need support in being an effective learning facilitator? One of the key features of the new standards-based apprenticeships is the role of learning mentors and coaches and the need to support apprentices throughout their journey and prepare them for end-point assessment. This book takes you through the essentials of learning and development, and the principles and practice of mentoring, coaching and assessing learning. Whatever your vocational subject, this accessible and concise text provides you with an in-depth understanding of these areas and how to effectively apply them to practice.

Well-written and accessible, this guide should prove essential reading for all FE lecturers.This is a general introduction to unravelling the maze of assessment in FE. Andy Armitage and Mandy Renwick provide readers with helpful hints and strategies for answering the key questions, including why, what, how and where to assess?"The Essential FE Toolkit" is Continuum's new series on further education (FE) for teachers and college leaders. The series boasts 24 specialist, fact-filled volumes written by FE experts with significant knowledge and experience in their individual fields. Competitively priced, compact and accessible, each book should prove essential reading for FE lecturers and managers.