A New Look At Occupations, Training & Career Development

A New Look At Occupations, Training & Career Development

Contact Dr. David Udy for a Digital Demonstration of the concepts discussed in this document.

Keywords& Definitions

Industry Segment Villages

Organizational Digital Communities

Occupational Knowledge Neighborhoods

Individual Cyber Citizens

Introduction

This document is an outline of a new model for the training and career development of human resources associated with several different industry segments including:

  • Eldercare
  • Mental health
  • Child Care
  • Non-Clinical
  • Others

Emerging technologies and related digital cultures are creating new opportunities to organize and improve labor resources and training in dramatic new ways that have never been possible before. To fully appreciate and accommodate this new digital world, it is necessary to create new ways of describing and explaining many new characteristics and features that students, employees, personnel departments, etc. have never seen or worked with before. The following material presented in this document provides a new classification system and typology to construct a universally accepted framework and model for the training and career development of individuals at all levels of employment.

Framework For A New World

The digital world requires new ways to classify and categorize concepts that help humans make the bridge between the traditional world of training and career development to the new and emerging worlds of our collective digital future. The following sections highlight several major concepts associated with building a digital culture and stimulating new ways to improve the workforce of the future.

Industry Segments As Global Villages

As the digital world becomes more omnipresent and pervasive,many traditional national and geographical boundaries are becoming less significant in many different ways. With the expansion of technology has come the creation and expansion of infinite multi-national and international organizations creating and working(independently and collectively) on growing common knowledge bases centered around historical industry segments searching for new ways to embrace the changes created by the growing dominance of technology. Instead of the predicted “global village”mirroring the traditional geographical domains illustrated on maps, this new world is increasingly one of “Global Villages” focused on the information,products and services associated with common shared human activities regardless of where any particular individual is located on the planet or geographically. The emerging villages are allowing groups of people to come together anytime from any place to share data, information and knowledge about shared topics. Sometimes this collaboration results in wonderful experiences and accomplishments and unfortunately, sometimes it results in negative consequences. The following definitions are offered as a universal framework and model for training and career development within and across several different Global Villages including:

  • Elder Care
  • Child Care
  • Mental Health
  • Non-Clinical

Organizations & Facilities as Digital Communities

The development of user generated content (UGC) websites such as Wikipedia, YouTube, MySpace, etc. has quickly ushered in a new generation of technology and culture built around the concept of control and responsibility shifting toward basis technology users and away from traditional technical support specialists. This dramatic change is allowing forward looking organizations to implement UGC concepts in ways that empower their employees to contribute directly in the development of the organization and the improvement of its governance. These organizationally based Digital Communities represent all types and sizes of organizations clustered in shared“villages” as represented in this model by eldercare, mental health, child care and other industry segments.

Occupations & Careers as Knowledge Neighborhoods

Within industry villages there are a growing number of organizational digital communities that traditionally use organizational charts and bureaucratic structure to stratify their workforce in ways that facilitate accomplishment of organizational goals and objectives. These occupational clusters generally comprise some form of hierarchical structure commonly thought of as a career path upward through an organization from entry level positions to high level practitioner and leadership positions. In this model, there is a digital space(A.K..A. Knowledge Neighborhood) dedicated to the knowledge and understanding associated with each different cluster of occupations. Each level of employment within and across various industry digital villages offers exciting new opportunities to create UGC shared digital spaces or Knowledge Neighborhoods. These Neighborhoods will contain job descriptions, competency thresholds, standardized training modules, self assessments, shared topic structures, etc. focused on clusters of jobs composing the various levels of occupations within organizational Digital Communities nested in different industry Villages.

Workers & Employees as Cyber Citizens

In the emerging spaces of UGC driven communities, each“user” of the digital environment is elevated from just a passive spectator to an active participant in the creation and development of their own occupational Neighborhood containing shared knowledge and understanding about their jobs and career pathways within and across industry segments or Villages.

Integrated Model of Villages, Communities, Neighborhoods and Citizens

The following image illustrates the integrated model of Villages, Communities, Neighborhoods and Citizens. Each cell in this model would contain a variety of knowledge, resources and activities focused on the training and development of individuals associated with each different Village and Digital Community of the model.

Labor Matrix

Career Development and Competency

Knowledge Neighborhoods
(Y-Dimension)


Executives and Senior Staff - Level 9

Staff with the ultimate responsibility for clinical caseload and/or non-clinical decision making and full on-call accountability.

Nursing Directors, Educators, Consultant Practitioners- Level 8

Staff working at a very high level of clinical expertise and/or have responsibility for planning of services.

RN, Advanced Practitioners - Level 7

Experienced clinical professionals who have developed their skills and theoretical knowledge to a very high standard. They are empowered to make high-level clinical decisions and will often have their own caseload. Non-clinical staff at Level 7 will typically be managing a number of service areas.

LPN, Case Manager, Technician - Level 6

Staff who would have a higher degree of autonomy and responsibility in the clinical environment, or who would be managing one or more service areas in then on-clinical environment.

Certified Nursing Assistant, Residential Facility Manager, Team Leader - Level 5

Certified Most frequently registered practitioners in their first and second post-registration/professional qualification jobs.

Nursing Assistant, Medical Assistant, Caregiver Supervisor - Level 4

These positions will be involved in delivering protocol-based support and/or clinical care under the direction and supervision of a qualified manager/practitioner/administrator. Requires initial basic training and continuing education.

Caregiver & Support Assistants/Technicians - Level 3

Common titles would include “Caregiver” or “Direst Support Employee”. These positions have a higher level of responsibility than starting support worker. Requires some continuing education.

Probationary or Support Workers in Training - Level 2

Frequently has the job title of 'Assistant' or 'Trainee' - probably studying for a Caregiver job.

Initial Entry Level Jobs - Level 1

Titles such as 'Domestics' or ‘Nannies’ require very little formal education or previous knowledge, skills or experience in delivering, or supporting the delivery of health care.

Industry Segments – Global Villages
(X-Dimension)

Historically the worlds of healthcare and support personnel have been segmented into “Industry Segments” focused on largely independent training and career development pathways. Unfortunately, this independence of the Eldercare “Industry” from the Mental Health “Industry” which is separate and independent from the Child Care“Industry” belies the fact that many of the actual COMPETENCIES required by the labor force of one industry segment are functional and transferable to other industry segments.

This new model of Competency and Training provides another approach to help tear down the labor boundaries that have long existed between traditional industries such as:

  • Eldercare
  • Child Care
  • Mental Health
  • Others

In the digital world, these traditional industry segments are re framed as Global Villages that have many common resources, activities and training events that facilitate individual career development. In addition these Villages foster more efficient utilization of labor by allowing easier movement both across and within different Villages focused on different but overlapping service areas of Eldercare, Mental Health, etc.

Instead of limiting individuals to a single vertical career pathway within traditional “industries”, the labor resources from this model have common competencies and training that quite easily allows workers to move from one “village” to another to access additional career and promotion opportunities. The dynamic Competency based training model allows individuals (CYBER CITIZENS) to participate in a broader and more efficient labor markets (VILLAGES) while providing each organization/facility (DIGITAL COMMUNITIES) with an expanded labor pool!

Organizations& Facilities – Digital Communities
(Z-Dimension)

In this model, traditional organizations and facilities,regardless of size and ownership are re-engineered as Digital Communities. Each organization/facility creates its own culture, habits, customs, etc. that define the entity and its individual intellectual property. These communities may be quite different from others in the same village or industry segment but the competency based training model offers expanded employment opportunities across traditional boundaries.

Creating Multiple Career Development Pathways

Using a competency based training model allows individual to construct career pathways in several different ways. The following sections highlight different career development opportunities generated from this emerging digital world.

Vertical Development Within Village

This is the traditional pathway that starts and ends within a single industry segment or Village. An individual on this pathway would move from step #1 upward with all their opportunities and experiences confined just within Eldercare or Mental Health for example.

Vertical Development Across Villages

In this career pathway, individuals or Citizens of this competency based training models are liberated to look for advanced employment opportunities in different industry segments or Villages. Perhaps an individual will begin their employment in Eldercare but ultimately gravitating to higher positions in mental health as their career develops over-time based on improved competency training and expertise.

Horizontal Development Across Villages

This pathway is for individuals who are focused on a limited layer of employment opportunities rather then being focused on advancement. This would be for people who for example especially enjoy direct service and don’t enjoy or wish to pursue higher paid positions that would take them away from direct service work. In this model, these individual could still find enrichment by acquiring competencies that are transferable at basically the same layer to different organizations or Communities across different industries or Villages.

Mixed Development Pathway

This exciting career pathway focuses on building strong competencies that can empower individuals for expanded employment opportunities both within and across traditional industry boundaries. In this case someone may work in Eldercare for a while then progress through Mental Health advancements to later return to executive positions back in Eldercare.

 


Last modified: Thursday, 19 October 2017, 7:44 PM