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is committed to contributing to the ongoing development of training
staff through dissemination of new training products and
This page is intended to grow and evolve based on the feedback from
our members. We intend to keep expanding these resources over
time. If you have anything to contribute to this list of resources,
please contact us.
we have information on NSDTA Publications
Organizational Effectiveness Frameworks located here, and as well
as links to Related Web Sites, and
Please contact us at: Nsdta01@gmail.com if you have any questions regarding any of these publications.
Guides for Human Services Roles
professional and clerical personnel are key to the success of an
effective staff development and training program.
What Guides are available?
Based upon a review
of the literature and discussions with leaders in the field, the
committee identified nine major roles. The following competency
models are available as a free download:
What can I use these guides
- Human Resource Planning
- Developing Job Descriptions
- Career Path Planning
- Recruiting/Selecting Applicants
for a Position
- Strengths Inventory and
- Performance Management/Appraisal
- Curriculum Development
Code of Ethics for Training and Development Professionals in Human
In 2000, NSDTA Conference participants
attending a workshop on Ethical Issues in Human Services Training and
Development recognized the need for a national dialogue on ethical
issues in human services training and development. They also recommended
that the workshop leaders approach the NSDTA Board to request further
development in the ethical arena by establishing a committee with the
charge of pursuing the development of a code of ethics for human
services training and development professionals.
Initial committee meetings focused on a review of the ethics
literature, including an analysis of existing Codes in both human
services and training and development fields. Ethical principles
from both areas were ultimately integrated into the NSDTA
In 2001, members of the Ethics
committee updated interested NSDTA members of the progress of the
initiative including a draft list of core values at the Denver
national institute. A draft NSDTA Code of Ethics was developed
during the next year and presented to the NSDTA Board and membership
for feedback at the 2002 Institute in Nashville, TN. A final
draft version of the Code was presented to the NSDTA Board for
adoption in 2003 at the national Institute in Anaheim, CA. The
code was then adopted, and is now available.
Examples of compliance and
noncompliance to each of the Code's principles have also been
developed as part of supplementary materials for "teaching the
Code." The Code and these Case Scenarios and Training
Implications were given out to attendees of the 2004 Institute in
Code of Ethics for Training and Development Professionals in Human
Services is available as a free download.
Development in Human Services: The Journal of the National Staff
Development and Training Association
Training and Development in Human Services is the
journal of the National Staff Development Training Associations (NSDTA),
an affiliate of the American Public Human Services Association. The
mission of NSDTA is to build professional and organizational capacity
in human services through a national network of membership, sharing
ideas and resources on organizational development, staff development,
and training. The primary goal of NSDTA’s Journal is to provide a
venue for both human services training scholar and practitioner to
contribute the to knowledge base and advance the field of human
services training and development.
This publication is structured in a way that
encourages the "traditional" conceptual and empirical
journal articles that contribute to advancement of the field. The
journal also provides very practical compositions that can be
immediately applied by training and development practitioners. It is
divided into four areas:
- State of the Field
- Learning Activities
- Instrumentation and Methodology
- Conceptual and Empirical
A New Key to Success: Guidelines
for Effective Staff Development and Training Programs
A New Key to
Knowledgeable, skilled, and well-motivated staff are
critical to the effective operation of human service programs. Staff
need knowledge about program policy, professional and technical
competence and the ability to work with a broad spectrum of people:
clients, staff within the agency, other agencies, and the public at
The most effective way to ensure that
staff acquire the necessary knowledge, skills, and abilities to
carry out their responsibilities to the optimum and are prepared to
assume greater responsibility in the future is through an organized
staff development and training program. Such a program needs not
only top management commitment and support, but also a prominent
place in the agency structure so that it can direct its activities
to help the agency meet its programs goals, objectives, priorities,
and the varying needs of agency staff in all classes.
Evaluation in the Human Services
Evaluation of training serves many purposes.
Agencies may conduct training evaluation to show improvement in staff
knowledge and skills or increased progress toward agency goals; to
secure employee commitment to agency values and mission; to provide
feedback to improve the content, structure, or delivery of the
training itself; or even as a reward for good performance. Well
planned training evaluations often serve multiple purposes and answer
multiple questions for a variety of stakeholders.
Training evaluation is most productive when the
evaluation design and methods follow directly from carefully defined
organizational needs, clearly articulated job requirements, and a
competency-based, job-related curriculum. Training evaluation needs to
be seen as an integral part of the training process and as part of a
cycle of continuous quality improvement.
Public human services agency training directors are seeking ways to more positively influence and impact their organizations, towards improved performance and outcomes for the children, families, and communities that they serve. APHSA has developed a set of models and tools that can help them do just that.
Since presenting an early version of the OE framework to National Staff Development and Training Association (NSDTA) members at their annual Institute in November 2004, APHSA’s organizational effectiveness (OE) staff has facilitated more than 50 improvement projects with public human service organizations in over 25 states.
As a result, OE staff has the expertise and tools to help clients solve problems and make improvements in many different areas that are important to them. For example, APHSA’s OE Handbook contains everything a facilitator needs to guide an organization through a continuous improvement process.
APHSA has also developed tools and guidance specifically for training directors and other leaders seeking to enhance the performance and capacity of their support functions. A Guidebook for Building Organizational Effectiveness Capacity -- A Training System Example helps strategic support functions expand their roles to strengthen their impact on the effectiveness of larger organizations they serve. A Training System example demonstrates the application of these guidelines, which other support functions could replicate.
This work continues to grow and evolve. For more information, review the OE website or feel free to contact us at any time.
NSDTA is an affiliate of the American Public Human Services Association.
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