KOKKOLAN KAUPUNKI KARLEBY STAD Hannele Silfvast TeLL Conference 31.3.-06 Jyväskylä The best time in Kokkola Kokkola, the small city near the sea, has strong

KOKKOLAN KAUPUNKIKARLEBY STAD

Hannele SilfvastTeLL Conference 31.3.-06 Jyväskylä

The best time in Kokkola

Kokkola,

the small city near the sea, has strong

entrepreneurial activity based on high

levels education and competence as

well as technology and chemistry.


The best time in KokkolaThe well-being of the inhabitants and thebilingual culture meet in a pleasantenvironment and a safe place of residence.

In the city strategy emphasis is on competence, livelihood, well-being and appeal.


The personnel strategy - Henkseli• The personnel strategy - Henkseli is made up

of the town’s vision, values, aims, goals and development measures.

• Henkseli explains the attitude the town has towards its personnel.

• Henkseli also creates the standards which tell each town employee that they are treated fairly and equally.


The vision (1) • A Kokkola city employee is competent, healthy,

motivated and flexible.

• The personnel is the most important resource of the city organization.

• The relationship between the city and the personnel is based on mutual trust and loyalty. The city respects and maintains the personnel’s well-being and motivation.


The vision (2)

• Kokkola city gives resources and encourages its employees to develop and educate themselves.

• A motivated employee who develops herself, copes well with the challenges of work and gets satisfaction from work


Orientation – the Kokkola modelWhat is orientation?A new employee at her work:• What is it going to be like in the new job? • What will they expect of me?

• How do I get started? • Where do I get information and help from, in order to

be able to start my work? • What should I know in order to avoid at least the

biggest foul-ups? • And where is the toilet???


Orientation – the Kokkola modelFrom the point of view of the new employee orientationmeans all the measures taken in order to help thenewcomer learn to know

– the workplace and its customs – the people at the workplace– the job and the expectations attached to it

Orientation is not only available for newcomers. For example employees returning from a long period of family leave,

rotation leave or sick leave need orientation in order to be able to return to their work successfully. If work tasks or work conditions change “old” employees must also be oriented into the changes.


Orientation – the Kokkola model

Who has the responsibility? • The responsibility of orientation lies with the

superior, but also with the practical implementer as well as with the subject of orientation herself.

• The responsibilities of the orientation process are distributed in slightly different ways from the point of view of the different roles (superior, mentor, actor)


Orientation – the Kokkola modelThe responsibilities of the actor • to take care that her own attitude towards the new job

and the orientation is favourable to learning and orientating

• to actively take part in the making of her own orientation plan

• to find out about all the things that are troubling her to ask every time one has questions

• to familiarize oneself with the given material and instructions and also otherwise thoroughly perform the tasks linked with orientation


Orientation – the Kokkola modelThe responsibilities of the actor • to follow ones own learning and to review things if needed • to actively participate in the evaluation of ones own

orientation process • to remember that it is a question of an interactive learning

process: the new employee also has a lot of valuable things to offer the work community

• to remember that the employee can, with her own behaviour and actions that take the others into consideration, help the work community to receive her in a pleasant way


TUU MESSIIN – COME ABOARD!Teacher mentoring in Kokkola

Why teacher mentoring?• Need for professional reflection in addition to

the traditional principal-lead practical orientation

• Gives tools to understand the professional relationships of one’s own school community, interaction and the school culture



The Kokkola teacher mentoring is a group mentoring process, where one mentor has 4-6 mentees and covers all new teachers

The mentoring groups are divided according to the school level:

• comprehensive school (grades 1-9)• upper secondary and • special education (grades 1-9, all forms)



The mentoring started as an experiment (TeLL research project), which has now lasted for three school years and is becoming permanent activity

Statistics school year mentors mentees 2003-2004 7 19 2004-2005 4 17 2005-2006 4 13 49



• Each group has had 6 meetings (1½ hours)

• Some individual mentor – mentee - meetings have also taken place

(especially so in the special education group)



Time and pay• Each mentor has been paid according to the

principle of 1.5h work equaling to 1 extra hour payment

• Each mentee has received one VESO-day (compulsory training day) compensation by attending all 6 mentoring group sessions.



Web-pages www.kokkola.fi/sivistystoimi/mentorointi/index.htm

The coordinator of the mentoring has made web-pages

which contain information for the new teacher:

- wages, other issues related to teacher posts,

- in-service training,

- occupational health service,

- teacher trade union and of course…

- the mentoring project itself -



Coordination• Coordinator of teacher mentoring (schoolyear 2005-06)

class teacher Pirjo Käräjäoja

Also involved• Training officer Jaana Laitinen, School Department• Secretary Pirjo Tuoretmaa-Hilli, School Department


Documents

KOKKOLAN KAUPUNKI KARLEBY STAD Hannele Silfvast TeLL Conference 31.3.-06 Jyväskylä The best time in Kokkola Kokkola, the small city near the sea, has strong