ABSTRACT
Schools in other countries often do not have assistants to teaching and learning as we have, and in some countries do not even have administrative support. It largely appears to have come about as the result of seeing the potential of individuals by advisers, headteachers and teachers of having that extra pair of hands. I fear though, in many instances, the growth in range of jobs done by TAs has been the result of available, cheap, intelligent people who fill gaps that are seen by them and by the leaders in the school. If vision and strategic planning are the foremost qualities of good leadership, the rationale for the employment of a considerable number of people must reside with the leaders. You may need to stand back and just rethink that group of people. Consider the range of possibilities, then look at the current and possibly future needs of the school – its pupils, its other staff, the parent and governing bodies and the community. In Senge’s terms, make ‘mental models’ of the possibilities, then look at the strategies for developing and appointing the right people to fulfil your vision.
