ABSTRACT
The concluding chapters, in Part IV, offer suggestions as to ways in which the challenges arising from a diversifying workforce might be met. It may well be that the implications of the global economic downturn, which began to become apparent in the autumn of 2008 after most of the chapters for this book had been written, will cause some of the phenomena that have been observed, such as the casualization of the workforce, to gather pace. What seems clear is that financial levers for attracting and rewarding staff are likely to be increasingly scarce in the foreseeable future, and that other aspects of the employment ‘package’ will continue to assume importance-for instance, opportunities for career development, conference attendance, secondments, coaching and mentoring, or responsibility at local level for, say, teaching and learning.
