International Teacher Education Conference 2014 1

International Teacher Education Conference 2014
Picture 3. Competency development.
One of the latest development methods is coaching, in which a person’s own performance, its functionality
and productivity are developed with the help of a coach in a confidential relationship. Coaching process focuses
on finding the person’s strengths and weaknesses. The coach helps in viewing the performance critically from
new perspectives (Virolainen 1020.) Coaching is considered one of the most interesting development methods.
A long lasting coaching seems to have a connection with high profitability and self-sufficiency of the
organization (Salojärvi 2009, 168-169.)
Heikkinen (2008) in University of Jyväskylä has been working on a new kind of in-service training for
teachers: peer mentoring. Peer mentoring means experiential learning and solving the problems involving work
together. Peer mentoring rejects the idea of transferring knowledge unidirectionally from the experienced mentor
to the beginner. Also experienced teachers can learn from their new graduate colleagues. Heikkinen has
perceived peer mentoring to be especially useful for new graduate teachers whom the reality of the school world
very often takes by surprise. Teacher training should be a continuum where graduation studies will be articulated
to in-service training, Heikkinen suggests.
Development discussions
In a development discussion between a manager and a teacher the past performances are reflected upon
future. Work performances are assessed and planned, and proceedings to reach the expected goals are agreed on.
Development discussion is a crucial tool for coordination and offers a good possibility for discussing the
feedback the teacher has received as well as the competency development. According to Viitala (2010, 13)
development discussions are considered to have positive effects on reaching goals, and the maintenance of
efficiency and competency of the organization. Development discussion is a practical method in supporting
competency development. Employers and managers are responsible for their employees’ development, and
taking this responsibility is part of their job as a manager. The employees’ development can be monitored in
development discussions annually or semiannually in order to ensure and regularize this development policy
(Lankinen, Miettinen & Sipola 2004, 63.)
Sydänmaanlakka (2002, 63−64) introduces five concrete reasons and objectives for development discussions:
1) evaluating the goals reached, 2) setting goals for the upcoming working period, 3) defining the needs for
development and making a personal development plan, 4) developing the co-operation between the manager and
the employee, and 5) improving the work atmosphere.
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