Conflict between needs

Individual needs versus organisational needs:

Pre-Service studies:
Commitment by individual, including cost v Expect new entrants to possess basic entry qualifications. Not always prepared to pay for initial training by trainee posts, in-service secondment etc

Inducement, admission effort:
New entrant - an induction process, mentor, regular evaluation of progress, support and encouragement, reduced caseload if doing probationary period v induction period expensive, reduction of caseload not always possible due to low staff numbers, mentor not always available, prefer new entrants to 'hit the ground running',
Potential conflict: mentoring during probationary period - this is a priority, regardless of how much it costs. Most organisations have an induction policy, and it is part of the responsibility of the new staff member, to ensure they get the support they need. Mentors need careful selection, willing mentors are preferable to unwilling ones! Time should be allocated for mentors to perform their mentoring tasks adequately.

Establishing oneself:
Getting to know organisation, developing new skills, becoming a confident, competent practitioner if newly qualified v Job role laid out in job description, prefer people with appropriate skill set, investing time and money in person [may have financial constraints]
Potential conflict: lack of formal induction period. All new staff should have a formal induction - probationary staff need this incorporated into their probationary period. Time should be allocated to allow this process to be done thoroughly, and to demonstrate the organisation is committed to personal development.

Enthusiasm and growth:
Developing role or new areas of work, building on strengths, CPD, team and individual approach to work, creativity v lack of funding, not hitting HCFCE targets, flat hierarchy, HE drivers [inc employability, widening participation], cost of mainstreaming
Potential conflict: lack of CPD. Organisation should have CPD policy, and training plan for each person, which contributes to the overall organisational training plan. Funding: reliance on external funding to develop projects - when project is completed, it is best to mainstream it if possible

Career frustration:
Areas developed not mainstreamed, lack of funding, restriction of role, lack of appropriate CPD v funding, lack of support from managers, re-profiling of courses,
Potential conflict: as above re CPD and funding. As a university, the work done by departments needs to be seen to fit into the overall work of the university


Stability:
CPD, developmental opportunities, building on strengths, developing weaknesses v flat hierarchy, lack of funding, HE drivers, government policies
Potential conflict: as above re funding and CPD


Preparing to leave:
Job seeking, interview leave, pre-retirement courses, handing over of projects/roles v recruitment policy, recruitment freeze [may cause tension if you are not being replaced, and the dept is short staffed...]
Potential conflict: job freeze may cause problems if you are not replaced...

Exit:
No conflict

Conflict can be avoided or managed by discussion between all relevant parties. There may still be differences, but an honest and open discussion is good practice.