It is often said that the greatest asset of any organisation of significant size is its staff. This and the fact that a striking proportion of a school’s expenditure is consumed by the salaries of its personnel may lead managers to conclude. They should exploit the potential of employees as far as possible with respect, for example, to their interests, abilities and experience.
Yet, support staff frequently go relatively undeveloped, sometimes as a result of talents being hidden and thus largely unknown to senior leaders or because CPD provision within the organisation concentrates primarily on teachers.
Attempts to present a single CPD programme for all support staff in a school are probably doomed to failure, unless they incorporate a substantial measure of differentiation.
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