Training and Professional Development

Learn how to develop training and professional development programs that build staff capacity and support the continuous improvement of services to children and families.

Contractor Vs. Subrecipient

Review the requirements for determining whether the partner of a Head Start grantee is a contractor or subrecipient.

Human Resources

Any program is only as good as its people. A strong human resources system ensures that staff and volunteers have the credentials and competencies needed to provide quality services to children and families.

Head Start Staff Qualifications

Head Start programs must ensure all staff, consultants, and contractors have sufficient knowledge, training, experience, and competencies to fulfill the roles and duties of their position. FInd the resources to understand these requirements.

Volunteer Recruitment

Volunteer recruitment focuses on attracting volunteers using recruitment strategies, processes, and recruiting for diversity. Grantees will find this information useful when choosing strategies to recruit volunteers for their programs.

Developing a Search Strategy: Your Roadmap for Hiring

Program directors and human resources managers may use this resource to enhance their search strategies for hiring and retaining qualified staff. This article outlines each phase of an effective search strategy.

Tips on How to Develop a Professional Development Partnership

Collaborating with other early childhood organizations that have training needs can build efficient partnerships. Head Start program staff will find this information helpful in learning how to develop relationships and how to achieve finding common ground in training ideas and practices. This resource also provides tips on how staff can identify stakeholders, build trust, and achieve stated program outcomes.

Tips on Becoming a Reflective Supervisor and a Reflective Supervisee

Meet Sam and Janine. Both are new to reflective supervision. Sam is a new director and Janine is a new home visitor. Each has questions about how reflective supervision works. The information sheet for supervisors shows Sam thinking about steps she needs to take to become a good supervisor. The information sheet for supervisees shares questions Janine has about reflective supervision.

Establishing a Competency-Based Management Framework

Core competencies define what professionals need to know and are able to do to provide quality care and education. Program directors may use this resource to guide them in improving the skill levels of management and front-line staff. The core competencies can provide a framework of the knowledge and skills that staff need to perform their jobs. This framework can be applied to all staff positions.

Policies and Procedures

Policies and Procedures for developing a volunteer program cover steps and procedures to be accomplished before a volunteer starts in an organization. Grantees will find this information useful when developing policies and procedures that govern the management of volunteers. Clarifying the need for volunteers, developing goals and objectives, and writing position/task descriptions are some of the preliminary tasks.