An educated, energetic, and motivated student affairs staff is critical to the delivery of quality learning opportunities and services for students. This volume offers a range of strategies for recruiting, retaining, and developing such a staff. The authors show how supervisors and mentors can make a positive impact on staff members' growth, and discuss how to build a solid career foundation for entry-level professionals. They also describe the influence of behavioral style on professional development, and present a performance-based approach to human resource development that emphasizes goal setting, coaching, and performance assessment. This is the 84th issue of the quarterly journal New Directions for Student Services.
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WILLIAM A. BRYAN is professor emeritus of education in the Watson School of Education at the University of North Carolina at Wilmington. He served as a chief student affairs officer for eighteen years and is past president of the American College Personnel Association (ACPA) and the ACPA Educational Leadership Foundation. He has been actively involved in student affairs practice for thirty-seven years. ROBERT A. SCHWARTZ is associate professor of higher education and student affairs at Florida State University. He has been active in higher education as a faculty member and administrator for twenty years.
An educated, energetic, and motivated student affairs staff is critical to the delivery of quality learning opportunities and services for students. This new volume offers a range of strategies for recruiting, retaining, and developing such a staff, examining a performance-based approach to human resource development, the impact of supervisors and mentors on those entering and advancing in the field, and the influence of behavioral style on professional development.
An educated, energetic, and motivated student affairs staff is critical to the delivery of quality learning opportunities and services for students. This new volume offers a range of strategies for recruiting, retaining, and developing such a staff, examining a performance-based approach to human resource development, the impact of supervisors and mentors on those entering and advancing in the field, and the influence of behavioral style on professional development.
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