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The BAT (UK and Export) teacher secondment programme is reviewed, the advantages of an industry placement for teachers are listed and the hurdles which need to be overcome to continue the programme are considered.

This article presents and discusses the findings from an evaluation of the secondment of two Polish police officers to work with the Metropolitan Police Service in a west London borough between October and December 2009. While the secondment was intended to improve the service provided to the local Polish community, the principal outcome was more effective information‐sharing concerning Polish offenders. ‘Cop culture’ in this context had more resonance than national culture. British and Polish officers soon found they could overcome apparent differences in their approach to the ‘job’. Overcoming residents' reluctance to engage with the police proved more problematic.

Describes different types of secondment in quality assurance. Addresses the social and occupational characteristics of the associated roles. Demonstrates that the benefits of secondment outweigh the limitations. Suggests that changes in the health care system are providing continuous scope for secondment and that this, therefore, should be taken advantage of.

Secondment can be a major turning point in a librarian′s career development and a cost‐effective method of management training. It is essential that a secondment can be properly planned by the host organization and the home library. The author′s experience on a secondment as a liaison officer with the Library Association team at IFLA 1987 is described, and the effect it had on career progression noted.

This study departed from the aim to progress Malaysia as a high-income nation in 2025 via decent work and economic growth (Sustainable Development Goal 8). Thus, this study aims to examine the effects of demographic, experience and organisational factors on the ethical integrity of local enforcement officers from self-proclaim and colleague perception perspectives.

The data of this study was collected from Pusat Latihan Penguatkuasa Selangor (PULAPES), a training centre for local enforcement officers in Selangor. Based on a survey in 2019, this study used primary data based on a scenario-based questionnaire survey with a total sample of 535 respondents.

From a self-proclaim perspective, the results show that secondment and training factors have a positive relationship with the ethical integrity of local enforcement officers. From a colleague perception perspective, the results indicate that the secondment factor has a positive relationship with ethical integrity. In contrast, the officer rank factor has a negative relationship with the ethical integrity of local enforcement officers.

This research seeks to develop new theories or refine existing ones to explain how diverse circumstances affect law enforcement ethics. Learning people’s habits through observation and consequences like rewards or punishments impact behaviour recurrence are suggested. Law enforcement ethics can be examined by examining how peers, supervisors and organisational culture shape officers’ ethics.

The finding of this study could serve to evaluate training programmes or rewards and punishments for ethical behaviour including how accountability and community involvement aid to promote law enforcement ethics.

The survey results of this study are based on local enforcement officers’ ethics that serve to aid in illuminating the elements which affect ethical behaviour among law enforcement personnel and identify the tactics for fostering ethical behaviour.

Provides support and information for those who might be interested in going on secondment or encouraging it in their organizations. Includes practical details which need to be considered and concludes with a shortlist of information and organizations which can provide further details.

An extract from a guide for tutors in Further Education Colleges is presented. The guide was produced as a result of a research project on behalf of the RSA′s Education for Capability Project, sponsored by the work‐related Further Education Development Fund of the Training Agency. Nine points of guidance are detailed in order to make the best of the opportunities which occur during the placement.

Describes the challenges faced by Visa Europe's leadership‐development program (LDP) in its fifth year and the approaches Visa Europe has taken to keep the program fresh, and to accelerate the development of a coaching culture in the business – one of the original objectives for the program.

Details how short‐term secondments have been introduced to get participants into a part of the business that differs from their own, and the challenges that have had to be overcome to make the secondments work well. Highlights the roles of IMD, for the business‐school program, and Stellar Consulting Ltd, for one‐to‐one development coaching.

Reveals that building the coaching skills of a key group of LDP alumni has helped to accelerate the growth of a coaching culture. The program has linked people in a web of internal networks, and helped to break down organization silos because participants appreciate the challenges faced by other functional areas. Individuals are stretched, challenged, and moved out of their comfort zone and into their development zone. The program helps to identify and develop the best people and helps Visa Europe to retain them. The project element of the LDP has helped to ensure the successful delivery of some key business projects.

Examines how Visa Europe will be looking at the next phase of the development of LDP alumni, and considering them as a key part of the talent pool for the future of the business.

Shows that, after five years, Visa Europe has the advantage of a substantial alumni group who have a positive impact on the fabric of the organization.

Humanitarian disasters strike overnight causing urgent demands for assistance in complex environments. Attending to the needs of the beneficiaries requires highly trained and knowledgeable staff. However, humanitarian agencies can neither afford, nor keep on standby full‐time staff with a wide range of knowledge and expertise to meet all possible needs. Some agencies have gained access to additional trained staff through partnership agreements with the private sector. These secondments augment the capacity of humanitarian agencies placing corporate managers in a different setting where they can test their knowledge and skills. The purpose of this paper is to provide arguments to build a business case for corporate managers to be seconded to humanitarian relief operations.

The paper uses case study research and academic literature.

The paper provides a list of the managerial roles of humanitarian logisticians to identify the learning opportunities available to seconded staff operating in disaster relief operations. The list of roles may be considered learning opportunities for corporate managers in a different context and setting.

The paper shows that there is a possibility to augment the response capacity of humanitarian agencies with corporate managers during a disaster.

The paper focuses on the value of learning during emergency operations for corporate managers.

This is a record of work undertaken during a two‐month secondment to the Atomic Weapons Research Establishment (AWRE) Library, Aldermaston from 10th June to 31st July 1968. The purpose of the secondment was: