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Specialist CAMHS provide skilled assessment and interventions for children, young people and their families who have mental health disorders. The training needs of the staff who work in specialist CAMHS are not always clear or prioritised, due to the complexities and differing contexts in which specialist CAMHS are provided. The aim of this paper was to establish stakeholders' experiences of service complexities and challenges that affect training within specialist CAMHS. The project employed interviews to gain wide‐ranging consultation with key stakeholder groups. The sample consisted of 45 participants recruited from policy departments, professional bodies, higher education providers, commissioners, service managers, and practitioners. The participants identified a number of themes that limit training, and put forward solutions on how these could be facilitated in the future. Emerging themes related to leadership and the role of service managers, strategic management of training, commissioning, levels of staff training, resources, impact of training on service users, and availability of training programmes. The findings emphasise the need for the strategic workforce planning of training to meet service delivery goals. Policy, commissioning, workforce training strategies, service needs, and delivery of training should be integrated and closely linked.

Reviews some of the literature on power and influence as it relates to the training and development function. Highlights a number of difficulties that confront the training and development function in using power and influence successfully in organizations. Empirical evidence is presented on how Irish training specialists perceive the power of the training and development function. Concludes that a number of strategies are outlined for use by the training and development function in order to develop power and use it effectively.

Reports empirical evidence on stakeholders′ perceptions vis‐à‐vis the HRD function. Examines both internal and external HRD stakeholder groups and identifies their expectations, values, beliefs and evaluation criteria as they relate to the HRD function within the organization.

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

The most important problem for higher education in the post-COVID period is the production of highly qualified specialists for the labor market. The purpose of this study is to determine effective criteria for assessing the quality of training of future specialists and the adequacy of their readiness to solve real problems of the future specialty.

A study was carried out among students in order to determine some of the most important characteristics of them as future specialists. Based on the survey results, non-academic indicators were identified that participants perceive as significant for a highly professional employee. The empirical study included 300 undergraduate students from four universities (66% women and 34% men aged 20–21). All participants represent full-time training.

The survey showed that the participants identified the ability to learn and personal development as the most significant personal qualities.

Many criteria for assessing the quality of training of specialists in different professional fields have not been precisely defined. Several ways of solving this problem can be proposed: developing criteria for assessing quality in hiring; revising the methods of work of universities; presenting to students the criteria for development in the profession or adopting international criteria for assessing pedagogical quality.

To establish how people become managers.

A survey of 50 managers carried out at the end of 2004 by students on the BA in Business and Management course at the University of Westminster. A total of 25 students chose two managers each to interview. Of the managers, 38 were from the UK.

Out of 50 managers surveyed, 47 were specialists before they acquired management responsibilities. Only 12 received management training before becoming managers and that training was not always felt to be effective. The transition from specialist to becoming a manager of specialists was often stressful. Only two people became managers as a direct result of undertaking business studies degree programmes.

Specialists often acquire managerial responsibilities, and often quite early in their career. Those aspiring to management have found that their entry route is via a specialist department. Consequently, it is appropriate to see that managers have the right blend of specialist and managerial skills and that they are given help in adjusting to managerial roles. The implications of the specialist route into management needs to be reflected in the structure of increasingly popular undergraduate programmes in business studies. There is a case for such courses having both specialist options and a managerial component.

There is little research about how people become managers. It is particularly important that the specialist route identified is understood by those wishing to become managers, by universities and colleges running both business and specialist courses and by employers.

Legal information work has expanded with the growth in knowledge management and emergence of a new type of knowledge/information manager, the professional support lawyer. This study aims to investigate competency requirements for library‐based information work in UK law firms, including the specialist subject knowledge required, methods of development and the impact on information professionals of professional support lawyers.

The investigation used a pragmatic mixed‐methods approach, including a mainly quantitative questionnaire, administered online to 64 legal information professionals, followed by eight semi‐structured interviews and a focus group with four participants. A literature review informed the questionnaire design and contextualised the findings.

The survey confirmed a broad range of competency requirements and clarified the specific subject knowledge needed. Participants favoured a varied combination of formal, and informal learning. Most participants also wanted specialised professional education for the sector.

The nature of the sample and use of categorised questions were limiting factors, partly compensated by inviting open‐ended comments and follow‐up interviews. A larger study using qualitative methods with professional support lawyers and fee‐earners would provide a fuller more rounded picture.

The findings indicate that the subject knowledge needed for legal information work in law firms is more extensive than for other sectors and suggest that information science departments should strengthen and extend curriculum content to reflect this need.

The study has advanced the understanding of the competency, education and training needs of UK legal information professionals, challenging assumptions about academic/professional qualifications and illuminating the blend of competencies needed.

Whilst recruitment and retention of high-quality staff is vital to providing a good service, at the time of the evaluations, Kent, Surrey and Sussex (KSS) was the only area of the UK without a Higher Specialist Training (HST) scheme in intellectual disability (ID). The purpose of this project was to identify barriers to recruitment and support the need for change.

This evaluation included conducting interviews with 16 practitioners in the region with links to ID to consider the gaps in training and find solutions.

Four themes were identified, namely, good experiences are important to recruiting people into the ID field; bad experiences or lack of exposure to people with ID are likely to prevent engagement with this field; there is an ongoing need for specialist psychiatrists in ID services; and there is a developing need for specialists in neurodevelopmental disorders. Finally, the challenge means we need to think differently about developing a workforce. Seven recommendations to support workforce delivery in KSS were developed.

This paper highlights an important rationale for ongoing need for HST in ID work and also reasons to engage people in this field. This has not been undertaken in the ID field in this way previously.

This paper explores the findings from a recent study about the assessment and management of care for older people who may have a sensory impairment. Using qualitative research methods, the work focused on non‐specialist practitioners who are responsible for the assessment and management of care for older people and their carers. The findings are based upon the analysis of in‐depth interviews with non‐specialist practitioners, specialist workers and managers from statutory and voluntary sector agencies. Older people with a hearing impairment or a visual impairment are not a homogenous group of people with a single set of needs or service support networks. It is the existence of non‐specialist practitioners, carrying out the assessment and management of care for older people that draw together in one study the three areas of visual impairment, hearing impairment and dual impairment. The findings relate to practitioners' awareness of sensory impairment in their local community; how practitioners assess and manage care; access to services; staff training and development; and, information strategies. The interface between non‐specialists and practitioners with particular expertise in sensory impairment is also examined. The implications for policy and practice are identified.

This article reviews some of the literature on strategic human resource development focusing in particular on the characteristics of such activities, conditions necessary for the promotion of HRD and the possible benefits to an organisation pursuing such activities. Empirical evidence is presented on HRD policy formulation and planning processes in Irish High Technology companies. In conclusion a number of critical issues are considered which must be focused upon by organisations wishing to develop a strategic focus in their HRD activities.