CPLP

Systems Theory

Absorb environmental inputs Uses in transformational processes Spit outputs

Roe's theory of Occupation and Holland's

Breaks occupations into 8 groups of 6 decision levels. Holland's is based on 6 types of work environment (realitistic, investigative, artistic, social, enterprising, conventional)

Fair Use

Brief excerpts for research, study, commentary or criticism without consent

Motivate learners by

Building anticipation Showing negative consequences of not having skill/knowledge Offering varying levels of challenge by learner level Provding intrinsic feedback

Six benefits to evaluation

Builds client relationship and ensures focus on biz goals Allows to see impact and consistency Focus the training right audience, right training, right delivery Validates performance gaps and learner needs Whether training is solution Whether cost-effective solution Become more of a business partner

Four types of needs assessment

Business Performance Learning (i.e., type of deliver) Learner (experience)

Storming Stage

Conflict arises. Hostile, defensiveness Need to understand responsibilities, rules, hidden agendas, invisible committees/alliances must give up personal preferences for good of group. Output low.

Content ownership

Consider countries, privacy and longer responses and citations. Personal accounts may be better.

Participative leadership

Group consultation and share info with group

Change Management Models

Facilitative, Informational, Attitudinal, Political (Biech 2007)

GLOBE

Global Leadership and Organizational Behavior Effectiveness. Expand on Hofstede's work and Whether groups practiced what they believed.

Goal v. Learning Objective

Goal: general statement Learning obj: what a learner will do at the end Improve communications through org v. Given several role play situations, the participant will be able to develop three specific ways to improve interoffice communications." [includes extent to which they must master material]

Balanced Scorecard Approach

Four perspectives involving entire org, not simply talent development (a la Kirkpatrick model) Customer Innovation & Learning Internal business Financial

Herrmann Brain Dominance Instrument

Four quadrants for brain dominance Upper left cerebral: thinkers logical, analytical, math, technical. Use analysis, case building. Lower left limbic: Controlled, organized, sequential, mthodical, logical Upper right cerrebral: visual, creative, sythensizing, conceptual holistic. Risk takers/entrpreneurs. Lower right limbic: intrapersonal, emotional, musical and spiritual. Listening & sharing ideas. Think with feelings.

4 steps to evluation HRIS

Functionality Supplier costs, capabiilities and availability talk with peers ask for pilot/trial

Gagne's 9 events of Instruction

Gain attention Objectives Stimulate recall of knowledge Present stimulus/conten Provide learning guidance Elicit performance (practcie) Provide feedbavk Assess performance Enhance retnetion and transfer

Needs assessment

Gap between actual and desired skills knowledge performance

GAAP

Generally Accepted Accounting Principles balance sheet income statement statement of cash flow statement of owner's equity

Flipped classroom

Get materials to review out of the classroom then facilitate discussion, simulation in the classroom They do stage 1 (Bloom) of reading and understanding on their own. Apply, analyze, evaluate and create together.

Personal/irrelevant issues

I'm not clear on how that piece applies to teh entire group. Could you and I discuss it at a break?

Illustrators

ILlustrate the point

Leadership model timelines

INdustrial and post-industrial

Great Man Theory

INdustrial theory that leaders are BORN not made. (aristocracy and white man) [Industrial]

ADDIE

ISD: Analysis, Design, Develop, Implement, Evlaulate

Leadership assessments

Identify developmental needs of current and future leaders at all levels in the organization. Assessments can take seeral forms including role play/simulation and foundational skills like decision making, delegating, gaining commitment and coaching

5 Steps to Evaluation

Identify goals Develop evaluation design and strategy SElect & construct measurment tools Analyze data Report Data

TD manager responsibilities

Identifying needs Developing strategy Securing resources Program Admin: Managing progam details Securing equipment and resources identifying & training instructors managing logistics (registration, advertising, scheduling, finding locations) working with SMEs as needed

Ethnicity

Identity with a group of people that share distinct physical and mental traits as a product of common heredity and cultural traditions.

Experiential learning format

Intro/objectives Problem Debriefing on problem (ddiscussion of tangible experience). Summzrize key learning points for exercise. Learning points reinforced Second learning problem Group summary of learning points

Participant rights

Keep anoynmous Have a neurtral person collect feedback Explain purpose of evaluation

Trait Theory

Key traits of successful leaders arising from Great Man Theory [Industrial]

Constructivism

Knowledge is built/constructed through experience and influenced by interactions with people.

Key principles of knowledge mapping

Knowledge is transient build trust, disclose what you're doing and get signoff, respect barriers find tacit & explicit, formal & informal, codified & personified, internal & external, snhort lived or permanent resides in lots of places org levels, cultural issues, rewards systems, timeliness of info all play a role pay attention to value of info shared (patent, trademark, etc)

masculinity/femininity dimesnion

Masculine countries are more competitive and reflect more assertive characteristics, achievement oriented and material rewards focused. [Japan, Germany, Austria, Switzerland] Feminine socieities prefer collaboration, modesty, caring for others, concern for quality of life (consensus over competition) [Nordic countries and the Netherlands]

Test-retest

Memory can skew results if use the same test. If too short, they remember, if too long, new info enters. Timing is critical.

Tyler model of eval

Objectives learners should achieve Learning activities to achieve them How curriculum should be organized How learner achievement should be evaluated

Theory of Behavioral Objectives (Mager)

Objectives should contain Behavior, condition and standard of performance statement. behavior: specific and observable condition: condition required and tools involved standard: desirable performance EG Learners will be able to select an observable action when given the choice of 5 verbs, in 4 out of 5 cases.

Evaluation tools

Observation Comparions tests (pre & post) Interview Reports Follow up tests questionnnaires surveys Role play/simulation

Course maps should include

Ojbectives class size training site pre- and post- work course materials delivery strategy & facilitator needs multilevel audience experience learner motivation & accountability

Components of a TD plan

Org elements (link to business: vision/values, strategi goals, objectives, core competencies) TD plan elements (program titles, KSAs, program objectives, competencies) Data needed to estimate costs (duration, frequency, participants, instructor costs, travel, facility rental, tech, materials, equipment)

Performance Improvment Steps

Org goals Gap: Actual and desired Root cause of gaps Pick solutions Implement Measure/Evaluate results.

Total Quality Management (TQM)

Org wide process enhancement. Customer focused, reduce waste by using objective data (Deming). Increases productivity, efficiency and long term survival.

Andragogy

Teaching of adults (v. pedagogy). Focus on adult as interested in and self-driected to learn. Pedagogy is content centered, lecture based and instructor led.

TEACH

Tech Ed and Copyright Harmonization Act 2002 accredited non-profit ed insitutions may use for distance learning without permission nor payment

Teleconf v. webconf

Teleconf requieres dedicated servers or satellites (web is via telephony channels)

Progression of phases of response to change

Threat: afraid of change from status quo Problem: perceive work and problems, can't always complete jobs bc they don't know the rules Solution: overcoming problems perceived starts to reveal some benefits of change Habit: old procedures are forgotten and there is a normal

Two types of change pacing

Time based: dates are set, adjustments made as needed Event based: actions triggered when event occurs

Generations

Traditionalists (Pre 1946) Baby Boomers (1946-64) Generation X (65-76) Millenials (77-97) Gen 2020 (post 97)

facilitator bias

adjust or focus on particular people. or if they don't trust the tool, they may discount/reject the data.

to improve cultural sensitivity

admit when you don't know something suspend judgmente check assumptions become comfortable with ambiguity

Talent Development

aligning competencies, roles, career progression and succession planning with org goals and strategies

general ledger

all accounts of the org

online learning

all things delivered, enabled or mediated by e-tech for learning. could be virtual classrooms, digital collaboration (apps and processes)

standard scores

allow raw scores on tests to be compared (Eg. most educational and psych tests are standard scores; standardized test percentiles)

Learning disabilities

allow technology without signling someone out

Cloud based

allows multiple people in multiple locations to share/collaborate (a social network)

transformational change

alter things in the course of industry or org dramatically; could be driven by internal or external forces

Rapid Instructional Design (RID)

alternatives and enahcements to ADDIE (more informal and iterative. lots of feedback) Good for tight deadlies, budgets Prep, Iterative Design, Iterative Development, [RAPID prototyping in development phase] Rollout [SAM Successive Approximation MOdel is a RID and borrows from Agile]

bandwidth

amount of info that can be transmitted over a comm channel in a fixed amount of time

appreciative inquiry

an approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance by listening to stories of best practices.

norm

an established standard of behavior maintained by a society

social style types

analytical amiable drivers expressive (Harvey Robbins "How to speak and listen effectively" 1992)

Change Management (AOE 10)

applies structured approaches to move individuals/teams/depts/organizations from current to desired state one of most critical to master as TD professional

AOE 11: Global Mindset (Foundational Competency that permeates all AOEs)

appreciates and leverages the capabilities, insights, and ideas of all individuals. works effectively with individuals from different generations who have diverse learning styles, abilities, motivations and backgrounds; works effectively across borders and cultures given the increasingly global workforce.

Gardner's Multiple Intelligences

aptitude problem solving culture

EEOC, workforce planning, disability awareness

are US centric

To increase knowledge

articles lecturettes diagrams, recordings Buzz Groups research projects

Schein's Career Anchors

as you learn more about yourself it effects your career (self-knowledge). talents, motives & values. divide into 8 categories.

ways to get people onto social media

ask to post regularly keep posts short search for people to follow get mobile app respond to posts be themselves

GLOBE 9 Cultural

assertiveness future orientation (planning, etc) gender egalitarianism (how much it mimimzes gender inequality) uncertainty avoidance (relainace on social norms, rules to minimize upredictability) power distance (how much people expect power to be distributed equally) institutional collectivism (reward collective distribution of resources & action) in-group collectivism (pride, cohesiveness in groups/families) performance orientation (reards for performance improvement and excellence) humane orientation (rwards for friendly, fair, altruistic)

Side talking

"Pardon me, X we can't hear what you and Y are saying. Would you mind repeating it for the benefit of the group?" or "John, what are your thoughts on what X just said?"

Marquardt's learning organization shortcuts

collaborate and connect individuals (share data with peers or bring suppliers, customers together, social media, crowdsourcing) access experts: cross functional work employee communities of practice: post issues, share experiences connect groups with systems and applications; collect info and code it real-time info: real time info to make timely decisions depth and scope of org knowledge: making info retrievable (what to capture, how and how to find it)

In action research theory what is important

collaboration, data and commitment

decision support systems

collate data from various sources (some may belong to org and others don't). for example coat manufacturer may use weather and sales data. Uses statistical techniques to narrow choices.

LCMS

combine COURSES and LEARNING material. able to import content from multiple media Stores, assembles, packages and delivers content Primary tool for authoring content Reconfigure or reuse pieces of content (i.e., learning objects) Courses are broken out into learning objectives to create custom paths

Experience (or Tin Can) API

common technical standard

PM tool benefits

communicate interependencies estimate project length identify & resolve conflicts or bottlenecks accelerate project schedules determine optimum cost scheduling allocate resources manage cash flow (THEY ARE TOOLS; DON'T REPLACE PROJECT MANAGEMENT)

champion

communicates benefits to org, removes barriers, communicates importance to stakeholders

most critical part of change management

communication

statistcial categories

descriptive (strnght weakness is how to describe; often used with graphical rep) inferential (make inferences about larger population; can make casue-effect statements) graphical

effects of KM

intro of metrics impl of metrics improved quality and timeliness of info info updates (eg review dates of web pages) reduced cost from direct access to info customer service score increase improved morale

coaching

helps improve performance (e.g., not understanding expectations or priorities). Doesn't solve for lack of resources, clarity, unrealistic responsibilities

mediation

helps parties understand interests and reach solutions

Edward Hall's high or low context conversations

high context: implicit and doesn't have to be stated (eastern societies) low context: more literal and explicit and uses signage (W. Europe, US, Canada, Aus)

LMS

high-level strategic solution for planning, delivering and managing all learning events in an org (virtual, classroom and online) MANAGE MULTIPLE VENUES includes heavy duty admin tasks and reporting on completion/enrollment rates INTEGRATES WITH HRIS, NOT USED TO CREATE CONTENT can administer tests for proficiency post-test. great for highly regulated markets requiring compliance (finance, gov, healthcare)

excluding data

highest and lowest if way out of range. suspect data (with disclaimer)

smiluation

highly interactive application that allows learner to practice

concilitation

involving a neutral 3rd party to help resolve disputes mediation. specific structured steps to discuss issues and options arbitration. 2 or more people let neutral person decide

Six Sigma

A rigorous business process for improving quality, reducing costs, and increasing customer satisfaction developed by motorola in 1980s. Data driven approach to analyzing and imporoving business processes by solvoing root causes. Improve customer satisfaction, align goals with output and a 3.4 or fewer defective parts per million (99.997% defect free)

Instructional design

ADDIE model, Bloom's taxonomy, learning theories

Split Half

is a type of test reliability in which one test is split into two parts and the subject's scores on both halves are compared. each half is scored and compared for reliability. then retest with 2nd half.

knowledge base

is the data and information captured and stored in a central or distributed electronic environment includes tacit knowledge.

Criterion Validity

is the extent to which an assessment can predict or agree with external constructs, determined by looking at the correlation between the instrument and the criterion measure.

Laptop may or may not be mobile device

older ones rely on keyboards adn mice.

Phillips ROI

once you have isolated program impact, you quantify the results.

specific v. diffuse

separation of personal and work lives speciifc are US/UK, Swiz, Germany, Netherlands Diffuse have projects and relationships beyond the project [LatAm Russia, India, Spain, China, Argentina)

onscreen reading 20-30 percent lower

than page

values

the ideas, beliefs, and attitudes about what is important that help guide the way you live

Facilitators should know their preferred learning style so...

they can adapt and ensure they cover others as well as they will gravitate towards their own.

restriction bias

they tend to give feedback along the same, small section of the rating scale

Left Brain activities

time orientation sequential procssing language logic math analysis cause/effect

Lesson Plan

title, objectives, timing, key learning points, content synopsis, presentation methodology, definition of terms, key questions to ask, resource rquirements, learner activities, topic transitions, review checks, learner issues.

goal of information sharing

to be a resource for knowledge/skills requires less interruption (or planned interrpution) user and mentor define learning

effect size

using standard deviation to quanitify the difference between 2 groups. (e.g., the effect size between the treatmetn group and control group,

talent management analytics

using talent data to improve tasks like business performance

OTJ

using tools, equipment, documents, materials during course of business or outside of business, but

equity

value of shareholder portion after claims against it

standard deviation

variability of scores relative to mean (measure of dispersion)

ordinal data

variable for which data can be rank ordered (e.g., race or years in school). rank by what has less or more of the quality represented in variable. (e.g., how many hours do you prefer to work 1) 40-42, 2) 38-40, 3) 42+ STAT you can calculate mean and mode (eg 50th percentile or most people prefer 38-40.

Hofstede

variables that influence instructional design

deposition

verbal questioning for discovery

significance testing

verifies correlation and regression analysis bc there are so many variables its tough to means the probability that relationship exists is true.

signfincance testing

verify correlational and multi rgression analyses statstically significant means probably true.

highly significant

very probably true

sequential v. synchronous

view and manager time puncutuality and planning, how past achivements are critical (US, UK) synch see time as circular and fluid, working o n multiple things at once (jpana, mex, argentina)

Collaborative learning

working on something together (group project, joint problem solving, study teams). Tech includes social media, wikis, blogs

Coaching action plan

written acknowlegement of situation specific goals action steps (e.g., role play, journaling, networking, brainstorming change, urging client to take on diffciult situation, asking what if, why, how questions, contingency planning, challenging to higher standards) timelines expected outcomes role of coach

proxemics

zones of comfort for people and interactions. changes by culture.

Strategies for facilitation

activities self-assessment role play case studies debates teachbacks WIIFMs

Training Delivery & Evaluating Impact

aoě&5 classroom and facilitation techniques, purpose and benefits of training evaluation, steps of measurement process and types of evaluation

Managing Learning Programs, Integrated Talent Mgmt, & Change Mgmt

AOEs 6, 7, 10. Roleof trianing manager, how integrated talent works with learning fucntion, various CM theories, 5 steps in managing change, and 3 states of change

HPT v. ATD HPI models

ATD incldues change mgmt

Systems Archtypes

Generic configurations

Systems Archetypes

Generic configurations of how things work

Workflow Analysis

How the work gets completed. Roles & responsibilities of people in process All resources & systems used

DISC

Marstons' 4 behavioral styles Dominance (direct & decisive) Influence (Optimistic & outgoing) Steadiness (sincere and cooperative) contentious (concerned & correct)

Open space technology

Meetings are open and agenda flows with crowd. Peple join or leave conversation/meeting at anytime.. Most important issues surface bc they get more energy and participation. [Systems Thinking Practice]

Right Brain activities

emotion intuition visual-spatila orienation mucis art, imagery, patterns info sythnesis simultaneous processing divergent thinking timelessness

Inclusion practices

establish communication styles focus on clear objectives assist with relationship building ensure daily work connection focus on cultural differences establish code of conduct

Driving v. Resisting Forces (Lewin Force Field Analysis)

Positive force v. Holding back change forces (Lewin's Force Field Analysis)

5 Whys Technique

Root Cause Analysis tool: Problem. Why does this happen? for 5 iterations.

Tools for Performance Analysis

SMEs interviews observations SMEs, customers, suppliers, performers org info review focus groups

What is included in Project Scope?

what should perfromance look like what operational results who are key stakeholders

Coaching & Knowledge Mmgt

aoe 8&9 coaching, guidelines, privacy, confidentiality, conflicts. KM is difference tween trianing and knowledge management, explains types of knowledge & techniques for KM.

AOE 2: instructional design

designs, creates, develops informal and formal learning analyzes and selects most appropriate solution for org impact

Business Analysis

1. Business goals (indistry trend, org rationale, relevant strategies to meet) 2. Clarify/validate goals Define measurability

Steps of Business Analysis

1. Business goals (industry trend, org rationale, relevant strategies to meet) 2. Clarify/validate goals 3. Define measurability

Performance Improvement

AOĒ: includes ATD HPI model, 3 analysis models (business, performance & cause), how to identify gaps and categories of performance solutions

Global Mindset

Broad view of culture, diversity and inclusion. openness to culture differences. work across borders and cultures. (Bennets Dimension Model of Cultura; sensitivity, HOfstedes dimensions of national culture)

Harless Front End Model

Business, Performance & Cause

Root Cause Analysis

Examine problem to find out: See results? Get rewards? Given data/info needed to perform? Supported with environment, resources, equipment, tools? Time and ability to perform?

External Analysis

Examine: Economic social political & legislative workforce technological competitive factors to consider

Shared Framework of Understanding

Explain expectations at outset of meeting.

ientify what constitutes exccpetional performace and barriers to others attaining it (positive v. correction oriented)

Holloway Mankin Performance DNA Model

Constructivism

How learners internalize what they ahve learned. (Piaget) Assimilate new knowledge into current framework and adapt. If it aligns, they are more likely to assimilate. If not, they adjust perception to align/fit with beliefs. Accommodation: failure leads to learning. Discovery-oriented Believe they learn when they can be successful. Culture shapes thinking.

HPI

Human Performance Improvememt; Results-based, systematic. Uncover problems Analyze root causes Select & design actions Manage workplace solutions Measure results Continue to improve

Workflow Analysis

Includes: How the work gets completed. Roles & responsibilities of people in process All resources & systems used

Motivation to learn (4)

Inclusion; meaningful dialogue withuot humiliation Attitude: emotion and data. Make it personally relevant. Meaning: engaging experiences Competence: apply, practice, get rewarded

Process Controls

Info and phsycial controls that have been developed for a process. Drawings, specs, procedures, education, training, performer experience, data, competitors & info

Gardner Multiple Intelligences

Intelligence is not fixed, but adaptable. Multifaceted, typically 3-4 intelligences and avoid others. Interpersonal (working with others) Logical/mathematical Spatial/visual (picturing & seeing) Musical Lingustic/verbal Intrapersonal: working alone bodily/tactile: being phsyical emotional naturalistic: being with nature existential: understanding one's own purpose

Characteristics of Learning

Motivation (intrinsic and extrinsic) Goals (personal, professional, applicable) Experiecne (experiential learning) Culture (differences and similarities ; e.g., safety, uality, ethical, tech-driven, innovative, customer oriented, compassionate, team based, constructive, passive/defensive, aggressive-defensive-competitive) Also power-distance internationally.

Summative Measurement

Post-measurement: Cost Impact on org and performance goals Stakeholder reaction Participant reaction ROI (cost/benefit analysis)

Driving v. Resisting Forces

Postitive v. Holding back change forces (Lewin's Force Field Analysis)

Hofstede's Dimensions of National Cultural

Power distance (power distribution unequal accepted; paternalistic cultures high on pwer distance) Uncertainty avoidance (high reduce uncertainty with rules, low see opportunities and tolerate differeing opinions) Short/long term orientation (short term focus on past and reluctant to change; long term focused on future through adapting and changing) Individualism v. collectiism (I v. we; reward v. gropu recognition) indulgence v. restraint (gratification based on needs v. restraint) Masculinity v. feminiity (competitive, assertiveness valued; cooperation, modesty, caring, consensus)

Mager and Pipe Model for Analyzing Performance Problems

Process flowchart: understand importance and impact for change *post/neg

Tips

Read questions 2x Eliminate distractors after reading Answer based on learning system Pickout key words adn igonre extraneous info Beware of true statements that may not be correct answer Pay attention to "always", Never, include, does not include to ensure response aligns Look for absolutes (e.g., all) as they are typically wrong

Forming Stage

Reliant on past behaviors Look to leadership Polite & avoid conflict To move to next stage, must confront threatning topics Output low.

Pareto Chart

Root Cause tool: based on frequency or importance of collected data. Follows 80/20 rule

Cause & Effect Analysis

Root cause can be far from where problem manifests. [Systems Thinking Practice]

Brainstorming

Root cause tool: Central question to a group. Give one idea. Reviews and scrubs dupes.

Brainstorming

Root cause tool: Central question. Give one idea. Reviews and scrubs dupes.

Root Cause Analysis

See results? Get rewards? Given data/info needed to perform? Supported with environment, resources, equiptment, tools? Time and ability to perform?

Most common barrier to TD and Org Alignment is

TD's lack of understanding of business

Focus groups

These provide detail about work environment. Allows participants to build on idea. Verbal and nonverbal feedback. But resource intensive, sometimes dominated/led by a couple members. Requires multiple facilitator and note taker.

Multivoting (nominal group technique)

Tool to elicit root cause: Silent idea generation. Brainstorm wide range of responses to an issue, clarify responses then rank. Yields rank ordered causes or solutions. Good for team Minimizes team dynamic issues (conformity, big voice, generates ideas) Rank orders Requires prep Best used with single, clearly defined problem Minimizes discussion

Countermeasure Matrix

Tool: Focuses on creating measure to address each root cause. Includes actions required to implement, plus time/cost to implement. Then solutions ranked. Encourages critical thinking Identifies causes, solutions and implementation priorities Provides input for action plan Needs right people involved Difficult to get balanced participation Seems complex

Kolb's Learning Style inventory or VAK

Visual, Auditory, Kinsethetic. LIttle research exists to show that getting learning in preferred mode increases absorption.

Flowcharts

Visual. Identifies bottlenecks

master theory before facts

Asians

Copyright protects

Expression of Ideas

CMS

Create content, publish content, control versions, reporting, locate info

Supply Side Product Types

Custom Solutions delivered by provider Custom content to be delivered by internal staff Tailored off-the-shelf courseware Off the shelf with licenses to allow tailoring Off the shelf by license for each user/user block

Krumboltz model

DECIDES model. Rational 7-step deicion making model define problem establish action plan clarify values identify alternatives discover probably outcomes eliminate alternatives start action

Data. Information.. Knowledge.

Data: raw info (e.g., in a spreadsheet) Info: meaningful data (e.g., sales over time) Knowledge: data enables action (e.g., declining sales prompts request for closing training)

6 Sigma DMAIC methodology

Define: project and goals that impacts product now Measure: current performance and quantify problem Analyze: root cuases (analyze processes, procedures, services). use root cause maps Improve: define solutions to overcome Control: seek to control changes and continue to improve (stastical like control charts and time series methdology or non-statiscial like performance meas, procedural adherance, preventave activities)

Learning tech incldues

Infrastructure mgmt Lesson plans Hard tech capabilities Talent mgmt Informal plans and budgets Eval data

PLN

Personal Learning Network: informal network to get knowledge from

Hoftstede's cultural dimensions

Power distance individualism/collectivism masculinity/femininity uncertainty avoidance long-term vs. short-term orientation

Learning objects

Self contained chunks of instructional material: Performance goal, necessary learning, evaluation

Ways to Sequence Training

Sequence content according to tasks, topics or problems. job performance order chronological simple to complex critical sequence problem/solution generic to specific less to more risky known to unknown dependent relationship supportive relationship cause to effect

globalization

blending into unified society (economic, social, cultural, tech, political)

statutory law

body of law that supports claim

social cognitive v. constructivism

both believe learner is involved social cognitive focuses on imitiating behaviors constructivism learners need to construct knowledge and understanding

team members

brought together for a specific project

Integrated Talent Management (AOE 7)

builds and organization's culture, engagement, capability and capacity through the implementation and integration of talent acquisition, development, retention, and deployment processes (which are aligned with org goals) Right people. Right Skills. Right jobs. Right time.

HR Audit

builds on succession. talent mobility (key people, whether they should move, and development strategies) -time in position -performance -readiness for advancemet -move potential -required development

step one of a project

business analysis to analyze and define how people, methods, machines, materials and environment currently function. How the work gets done, roles, responsibilities, resources and systems.

morality and ethics

can be shaped by culture and religion. evaluate ehtical dilmemnas from an objective place

Knowledge Management AOE 9

captures, organizes and disributes intellectual capital that encourages knowledge sharing and collaboration. Helps reduce costs, improve products and services, grow employees, increase org value & profitability

Americans with Disabilities act

doesn't require job, reduces barriers. no undue financial burden. not exclude in communications.

administrering talent/leadership assessments

don't forget validity (use statisticians or SMEs), reliabiity (focus on word choice and reliabile variables like age), special accommodations, legal issues *to what extent us ptretrain testing based i successful completion vs. some other criterion

random selection

drawing people randomly

gap analysis includes

driving forces desired state methods for change

why phases

each project has phases. need to be thinking about current phase and what's ahead.

strong coaching client has

eagerness to succeed openness to support interest in trying new things learning orientation

assets

economic resoruces (what a company owns)

Affect displays

emotional meanig: hate, love, disdain (smiling is happinenss in America but preserving dignity in Japan if embarassed)

succession should be complemented by

performance appraisals

talent manage3ment systems

performance mgmt goal mgmt comp recruiting LMS career devt succession planning (typically performance mgmt and recruiting purchased first)

defendant

person suit is against

Hermann Brain Dominance

personality (right/left brain; cerebral/limbic) left, cerebral: logical, analytical, quanitiative, factual, critical left, limbic: sequential, organized, detailed, structured right, cerebral: visual, holistic, creative right, limbic: emotional, interpersonal, kinesthetic, symbolic

personality inventory

personality type and preferences.

cross tab tables for qualitiative info

pictoral results of 2 or more questions. help identify cause/effect and complementary relationships.

PERT Chart

placement of cost-impacting elemnets and internationalship of resources and activities

shared workspaces

places to collaborate (e.g., sharepiont, google docs) but inconsistent naming conventions

network diagrams (PERT and CPM)

plot a sequence of activities (predecessor and successor tasks) to illustrate interrelationships

external forces

political, currency

Don't use online learning for

poor resources or infrastructure, including IT support short lead time people aren't prepared to use the tech module/participants aren't selfmotivated to complete when you need Face to Face

TD professionals use ROI to

position learning as investment show contribution to programs build manager respect for learning align learning to business needs justify TD budgets improve support for TD identify ineffective learning efforts that need to be changed or eliminated identify successful programs

Reflective observation

post-stimulus reflection.

appreciative inquiry

postiviley framed questions and convrsations about vision, values, successes and strengths, engage and enliven people and bring beliefs and vision into practice. (reality is socially constructed) (vs. problem-solving focus). Can be used for change mgmt. Participative and inclusive. (e.g., insead of high turnover discussion, would be framed as wh it would take to be employer of choice) DONT FORGET TO LINK WITH CUrrent; what is

microblogging

posts with word limit (e.g., twitter)

action learning

potential leaders study their own actions and experience to improve performance. small groups

Admin Aids for training

rosters mpas materials equipment supplies checklist name tags eval materials participant guides (texts, workbooks, job aids) activity aids for group work (plans and resources)

presentation should match

purpose of prsentation including level of detail and style

Mission statement

purpose of the org. provides purpose and direction.

Malcolm Baldridge National Quality Award (MBNQA)

quality criteria. Congressional award. stringent criteria on how product meets needs of market for quality.

verbal characteristics

quality, inteligibility (articulation, pronunciation, vocalized pauses, overuse of stock experessions, incorrect grammar) and variability (rate, pitch, volume, force, emphasis)

interrogatories

questions created before trial

Socratic method of questioning

questions to facilitate client self-discovery of attitudes and performance why are you saying htat what exactly do you mean how does this compare/relate to... what do you already know about this can you rephrase that?

measures of dispersion

range variance (s2) standard deviation (square root of s2) variance and standard deviation combine variables in data set to form spread

confidence interval

range where values are expected to fall the larger the sample the higher the confidence level

interval data

rank order (how likely are you to take advanced course work? 1. will not, 3 might, 5 will definitely). Difference can be scaled meaningful way. The scale of answers may be ordinal but each answer has a scale assigned to it. STAT you can calculate mean, median adn mode and standard deviation. in a 7-point scale difference between 2 adn 4 and 5 and 7 is same 2 points.

open systems

receive inputs/feedback, process and expel as process/product outputs. interdependencies.

criminal negligence

reckless or careless acts resulting in injury or death

ATD members strive to

recognize rights and dignities of every individual develop human potential provide high quality training, ed and devt comply with copyright laws keep informed of pertinent changes to laws maintain confidentiality support peers conduct themselves ehtically improve public understanding of TD fairly and accurately represent credentials, qualifications, skills and abilities contribute to growth of the profession

capture knowledge by

record brainstorming establish guidelines for problem solving and documenting discussion results convene to discuss cross functional issues. problem solve together.

Some business results to measure (Level 4)

reduction in: waste time to proficiency errors customer complaints product customiziation return calls days in inventory current liability increase in: revenues cross sales or sales customer perception equity ROI, ROEquity, RO Assets

asynchronous learning is good for

rote work needed off schedule

snowball, chain or referral sampling

s a non-probability sampling technique where a study subject refers an acquaintance as another subject and that subject recruits another subject; also called chain sampling or referral sampling. It can be low cost and effective in locating a specific population; a disadvantage is the lack of random sampling procedures.

calculate variance

s2 = standard deviation from mean / (number of observations -1)

incremental change

same thing in a cheaper, faster, better way

admin

scheduling enrolling confirming & reminding preparing sessions ordering materials attendance delivery closing class (e.g., participation) providing follow up reports

precedence diagram

scheduling activities in a project plan

project manager's focus

scope, time, cost, resource use, quality

observation bias

see what wnat to see. or not properly trained in instrument. (observers should receive training and checklist)

self evals

self assessment

SDL

self directed learning program

SDL (self paced)

self-paced. participatns are responsible for some deiciosn making. good for: disperse/large learner population cognitive subject matter individual learning needs classroom resources unavailable timely trianing design time is sufficient

sampling biased

send to known, liked, positively predisposed individuals shoudl be selected at random

sponsor

senior management sho supporst success

hiearchies advantages/disadvantages

straightforward well de3fined roles and responsibilities easy bugeting/cost control quick decision making iwthin silos limited cross-org communication increasingly high wage, low skill frontline workforce3 infrequent coordination

Kepner & Tragoe musts and wants criteria

straightforward way to make decisions on suppliers

3 types of change

strategic (leadership, structural, reengineering, divestures, rules, acuqisitions, mergers, consolidations and systemic org initiatives) process oriented (tech, systems, software, process improvement, TQM, business expansion) people centered (workforce, org culture, CRM)

perormance manageemnt

strategic and integrated process of establishing expectations, developing competencies, improving performance -responsibilities -accountabiliyt -learning opportunities & developing capabilities -resources -actionp lans -reivew progress -feedback 7 coaching -take corrective action as necessary

workforce plan emanates from

strategic plan. formulate. develop. implement. evaluate. then how does talent make that a reality? knowledge and skills gaps vs knowledge/skill requirements?

no job aids

strict time or pressure requirements where quick thinking necessary

synthesis model

structure to communicate a large amount of info about a subject. reflection: thinking about data until pattern/metaphor appears two-axis matrix: horizontal and verticals line up to show data there or missing 3-axis matrix: cube shaped object to express abstract variables (quality, time). Reconnects complex subjects. flowchart events network: what SHOULD be not what is dichotomy: two mutually exclusive groups argumentation: resolves 2 or more theses/positions by having hypothesis and supporting logic. graphic models: org charts, diagrams, maps etc. for visual appeal

A structured organization includes alignment of

structure, systems, processes, people, strategy, work and job design, rewards and culture.

contractulal forces

structure, timing of contract

business process analysis

structured way to document ideas, rules, functions & processes (people, machines) to identify inefficiencies

4-D cyle for appreciative inquirty

(Topic) Discovery: interviews for BDPs, recall successes, Dream: explore visions of future Design: overcome barriers to dream (roles, systems, processes). Output is "provocative propositions." bridgets what is and what might be. challenges status quo. Develop/Destiny: set action plans in motion (action rsearch)

Long Term v. Short Term Orientation

(added by Minkov). Long term are more pragamatic content with waiting for ewards (e.g., saving, adapting, persisting). Asian countries high on LT Short term orientation focus more on prast and present (appreciate traditions, norms and view change warily). AFrican countries high on ST

flat structures

(also called horizontal) decisions rest with employees. effective in smaller orgs. decisions deentralized, elevated responsibilities, timely feedback but requires more relationships

CPM

(critical path?) networking diagram. critical path is what drives project completion time. deserve special attention

Environmental Scan

(often alongside a SWOT) political, economic, social, global, tech and employment forces assess current environment and how external influences may impact it economic (employment/interest rates) political (trends) sociological (migration, age gender of workforce) cultural (national/local culutres) global (Multinational Orgs like EU, wage comparisons, trade agremeents) tech factors (advances and skills needs) employment factors (recruitment/unions, turnover, relo)

synchronous advantages & disadvantages

+ face to face, captures info - planning and faciliation skills, may limit spontaneous interaction

Impact analysis

- process of identifying the impact on business of a change in its external environment. Techniques : traceability: captures & analyzes relationship of links between requirements, specs, dependency and tests to determine scope : dependability: links between variables, parts, logic and modules to determine consequences : experiential: change consequences through revewi meeting protocols, team discussion, individual engineering judgment

Open Ended Questions

Objective, free of bias. Enables participant to answer.

Factors that undermine a learning culture

-Competition for scarce resources -Conflicting and competing goals among departments and groups -Lack of support/silos

Factors that contribute to a learning culture

-Team building -Reaching across departmental boundaries -Conflict resolution -Leaders model organizational values and integrity -Promotion of learning culture through informal means

to build v. buy talent

-how hard to fill position? -internal selection sstrategically important? -internal candidates? -steep learning curve? -require continuity? or institutional knowledge? -do internal learning opportunities exist? -is change desirable? -would outside perspective be helpful (signal/impact) -would it negatively impact internal capacity? -are we growing rapidly -culd and outside person bring capital and/or networks and or insight?

6 Steps of Effective Recruiting

1 Identify right strategy (build, buy, borrow, bind/retain) key talent 2. Create compelling employment value prop (training can be part of that) 3. Capture employment value prop in a memborable emplyoment brand 4. Translate emplyment brand into talent brand (ie caliber of talent working for you 5. Determine most productivie channels for talent 6. Measure success

Issues with career planning

1) Balancing ROI and human capital 2) generational differnces and how they work 3) cultural differences

Tools for Problem Evaluation

1) Force Field Analysis: Identify issues that may provide barrier to training or performance. Uncover root causes unrelated to training. 2) Cause-Effect Analysis: C-E diagram . Ishikawa. Fishbone diagram. Identify problems with evaluation process or training event. 3) Hypothesis Testing: ideally test a null hypothesis (there won't be a difference between treatment and control groups.)

3 reasons to make evaluation a priority

1) comm necessary to make improvements. timely delivery of info to make timely adjustments 2) comm about results is sensitive. may distress some and gratify others. messages from low people and senior people command different levesl of impact/respect. 3) different audiences/different info:

2 approaches to workforce planning

1) gap analyis and root cause. Solution. Cost to build or buy that talent. Get buy in. Implement solution. 2) work force planning for talent shortage. Proactive 5 steps: -business drivers -current and anticipated labor markets -model future workforce scenarios -reach clarity on expected gaps -develop comprehensive & measurable strategy

You should measure ROI in 6 types of situations

1) long lifecycle 2) important to meeting operational goals 3) closely linked to strategic goals 4) highly visible and sometimes controversial 5) expensive to implement 6) large target audience 7) have executive level interest/focus

Steps for Achieving Desired State of Change

1. Define achievable outcomes (time bound and quanitfiable) 2. Infrastructre and support for change through clear roles [leader/sponsor and change agent/facilitator]. Consider team members: leadership & influence, SBU representation, Skills, Knowledge & Attitude 3. Plan for hcange (goals, success factors, impl steps, commitment)

8 Steps for Outsourcing

1. Determine Needs (cost, metrics, market trends, goals/objectives, benefits and risks, required compettencies) 2. Determine Scope & budget (criteria, potential suppliers, 3. Create & Send RFP (suppliers send) 4. Eval proposal & select supplier (eval criteria and weights) 5. Notify supplier & negotiate 6. Implement 7. Monitor the schedule 8. Complete & evaluate

Jadvan's globla mindset components

1. Global intellectual capital is the capacity to consider differing viewpoints to understand and address complex issues 2. Global social capital includes behavioral skills, which lets person build trust with those who are different 3. Global psychological capital includes affective qualities (willingness, compassion, confidence) needed to manage this level of complexity

Holt & SEki's 10 paradoxes of global leaders (2012)

1. Have long term strategic and short term operational perspectives 2. Take charge and empower 3. Address business results and relationships 4. Listen to other's view points and express one's own opinion. 5. Appreciate global and local influences on business 6. Respect common group cultures and individual differences 7. Be open minded to the ideas of others and decisive when required 8. Be consistent in message and versatile in changing environments 9. Be humble and confident 10. Doing (being active) and being (practicing mindfuless) Practice BOTH/AND instead of EITHER/OR for these

5 steps of project

1. Initiating (goal, expectations for customers mgmt and stakeholders, scope, team members) 2. PLanning (refines scope, balances time, results and resources, lists tasks and activities, sequences, develops schedule & budget, gets plan approved) 3. Executing (leads team, meets with members, communicates with stakeholder, secure resources) 4. Controlling (watches over projects, course corrects, adapts resources, changes/reduces scope) 5. Closing (acknowledges achievement, disbands team, learns from experience, reviews process, writes report)

Stella Ting-Toomey 3 cultulal challenge that interfere with effective cross-cultural communication

1. cognitive constraints (differeing world views) 2. behavioral constraints (verbal and nonverbal) 3. emotional constraints (beliefs about emotional displays)

Communicate evaluation results well through

1. focus on training process not people/dept 2. give credit to participants and supervisors 3. fully address evaluation methodology 4. clarify data sources and their crediblity 5. state assumptions and why 6. only make data-supported claims

Four data collection problmes

1. no evalatuion: collected, never used beyond person who cacluated 2. not provided to appropriate groups or in proper format for the audience 3. not used to drive improvement. porcess improvement opportunities found aren't acted upon 4. data used for wrong reasons: to take action agaist a group/person, or withold funds/action, or gain power/advantage.

8-step evaluation process design

1. purpose 2. stakeholders 3. Level of evaluation 4. program objectives 5. plan data collection (particularly for level 4) 6. plan data analysis (particularly for level 4) 7. plan communication 8. plan a project plan

null hypothehesis testing

1. state hypothesis 2. select significance level (how rigorously they will stay null hypothesis before rejecting) 3. compute or calculate stats 4. obtain critcial value 5. reject or fail to reject hypotehsis

Classroom training accounts for what percentage of what peoel learn

10-20$

speaker typically talks at ; listerner understnads

120-180wpm and 280-560wpm respectively

Pace for wpm

140-160 wpm

HBS offered an ethics class for the first time in...

1915!

National Labor Relations Act

1947 (Wagner Act) prohibits discrimination against union employees for preferneces or jobs or training -cannot support specific political parties/reference -unions play a large role in selecting, crafting and delivering training programs through apprenticeships

OSHA

1970 Occ Safety and Health Act, to furnish employees with employment and place of employment free from hazards likely to cause harm" -injurty to participants -safety of facility/equipment -failure to train someone who relies on training to be safe (e.g., operating machinery)

Steps to Conduct Training Needs Assessment

1> Define objectives 2. Identify necessary data 3. Select data collection method 4. Collect data 5. Analyze data 6. Prepare report/report it

collaboration

2 or more people working togeher

Sarbanes-Oxley

2002 legislation for coproate governance, financial disclosure and public accounting practice. requires understanding of specific processes.

Lewis Model of Cultural communication

3 categories of norms linear-active: fact, planning, products, timelines, instituions and laws. balance listening and talking. direct but polite. use logic. multi active: family, heirarchy, relationships, emotions, eloquence. multiple things at once but prioritizing by interesting and most important. expressing positive/negative emotions is common. Planning is high level. reactive: intution, courtesy, networking, common obligations, collective harmony, and saving face. active listening, indirect, hiding emotinos. diplomacy prioritized over truth.

virtual reality

3D CG environment. special equipment

Kirkpatrick model

4 Levels (1959) L1: Reaction favorable, aligned with objectives, applicable (smile sheets) L2: Learning participants acquire knowledge, skills (knowledge/performance test) L3: Behavior displayed on job (observation, certification, self-assessment) L4: Results achievement (quant changes in performance; action plans, interviews, questionnairesproductivity, cost/expense, lost time, sales, financial/direct output, performance quality, department results, turnover, satisfaction, engageemnt, customer satisfaction)

Tuckman Group Behavioral Stages

4 Stages Forming Storming Norming Performing Adjurning

value statment

4 components performance value financial/biz value context and connects biz value to important learner tasks function & goal. what necessary to develop the function

Kirkpatrick's model

4 levels of evaluation reaction learning behavior results

financial statements

4 statments to show finnancial condition (balance sheet, cash flow, income statement, owner equity)

McCardle 5 columns for lesson plan

5 columns Timing Content Training Technique Learner activities Training aid

Knowles Andragogoy

5 pricnicples that affect how we learn self-concept of learner (need control over learning experiences) prior expeirence of learner (leverage experience) readiness to learn (can apply it immediately) orientation to learning (problem v. subject focused) motivation to learn

Learning modalities

5 senses

Super's Develomental framework

5 stages/phases: Growht Exploration Establishment Maintenance Decline for jobs

Terminal objectives

5-9 top objectives they ust master to complete a course

Learning technology compresses learner time by

50-60 percent

ROE for more diverse companies

53% higher than lower diverse

Gilbert's Behavioral Engineering Model

6 factors that impact workplace performance uncontrollable/environmental info resources incentives/consequences controllable/individual: skills or knowledge capacity motivation

Gilbert's Behaviroal Engineering Model

6 factors that limit performance: environmental (uncontrollable) and individual (controllable) -info, resources, incentives/consequences -knowledge/skills, capacity, motivation

Languages

6000 to 7000 languages spoken worldwide. Top 1. Mandarin 2. Hindi 3. English

Pareto Prinncipal

80 percent of problems come from 20 percent of root causes

4/5th rule

80 percent rule meaning EEOC requires that testing may be successful for 80 percent of selected group (e.g., race, gender). if it violates 80 percent rule, hiring practices are all investigated for whether it proves related to job criteria. Employer bears burden of proof.

Social Learning (*Bandura)

80-90 percent of learned behavior/skills.

Is tech a means of distributing or formatting/presenting material?

?

race

A group of human beings distinguished by physical traits, blood types, genetic code patterns or genetically inherited characteristics.

Construct validity

Abstract variable (e.g., skill or ability) that it's supposed to measure. Can be correlation (2 or more variables that more together in same direction--pos or in different directions--neg), expert opinion, logical deduction or criterion group studies

Codes of Ethics for Coaching

Academy of Prof Consult and Advisors Code of Pro Ethics ASTD Code of Ethics icf code of ethics Trade practices (general practices of buying/selling td services) contracting, developing & maintaining self-governance: (Am Bar Assn or Am Arbitration Assn) honesty, fairness, confidentiality, lawfulness, compassion, respect, loyalty, dependability

3 considerations with translating training

Accent and Linguistics Gross translation errors Minor/Nuance

3 translation considerations

Accent/dialect Gross translation Nuance

5 Key elements of PM time management

Activity definition: specific activities to produce deliverables Activitiy sequencing: identifying & documenting specific activities Activity duration estimating: work period required for each Schedule development: creating schedule to make it happen Schedule control: makigng changes to project schedule as needed

Design Report

After Design Phase, for budgeting or justification. purpose of course summary analysis scope of course test-item strategy course & module design delivery strategy level of evaluation used

Summative Measurement

After: Cost Impact on org and performance goals Stakeholder reaction Prticipant reaction ROI (cost/benefit analysis)

Accelerated Learning

All BRAIN Based. Not motivation oriented. Speeds up design and learning processes. Honors different learning prefs AND uses experiential learning (e.g., role play, mneumonics). Centers on fun and positivity, accommodate different styles. Capitalizes on both sides of brain, multisensory, multidimensional.

Streaming

Allowing content to be viewed without being fully downloaded. Adobe Flash good for this but hasn't worked with iOS until recently

ADA

Americans with Disabilities Act of 1990 prohibits discrimiation. No job guarantees nor preference. Must reasonably accomodate that enable them to perform essential features of their job. (e.g., large text, interpreters, magnifying glasses, recorded text, for both classroom and online learning)

Section 508

Americans with Disabilities Act, when you create EIT you must have comparable access and use for disabled people

Ladder of Inference

Argiyis: Different people hear and see different things, which effects the outcome. [Systems Thinking Practice]

Longwinded

At a pause "could you summarize what you're saying in a sentence so that I can take it down/capture it?"

ABCD objectives

Audience, Behavior, Condition, Degree

Break-Even Point

BE = Cost/Benefits x 12 (months) payback formula (years) before it repays

Groupthink

Bad or irrational decisions to avoid conflict. assign a devil's advocate create opportunities for anonymous feedback enable people to appeal to folks outside group ensure methodological decision making

Social Learning challenge

Balancing collaboration and intellectual property/privacy

DISC

Based on William Marston 4 dimensional dominance (direct/decisive) influence (opimistic/outgoing) steadiness (sypmathetic/cooperative) constientiousness (concerned/correct)

Adjurning Stage

Based on success or lack of challenge, the group prepares to disband.

KSAs

Benjamin Blooms taxonomy Knolwedge Skills Attitude

Design Stage

Blueprint Learning Objectives Program Eval Plan Sequence and Structure Logic and Ojbective maps Materials necessary and makes copies (scripts, storyboards, tests/uizzes, staff assign,ents, milestones, deadlines)

SAM (Successive Approximation Model)

Borrows from Agile. 2-3 itrations in both design and development.

CPLP

Certified Professional in Learning & Performance

Document management systems

Checkin/check out capabilities (e.g., signature) but no editing

Alternative Response

Choose between 2 statements. Both statemetns must be plausible enough to differentiate choice.

Configurations

Circle: good for talking. but vulnerable Circle with table: better for taking notes, feeling less vulnerable Broken circle: enbables flip chart Square: good for confrontation & discussion Rectagngle: people defer to ends U shaped: gives presneter power and flexibility Classroom: good for control, not discussion. good for 1-way communication theater style: maximizes people in room. no good for dialogue.

Process Improvement Components

Components: Inputs (materials data components) required Process Controls (info and physical controls like performer experience and competitors) Outputs (desired results) Resources (equipment, systems, people)

EPSS

Comprehensive tech-based job aid.

Project Phasess

Conception (idea, goals/objectives defined) Selection (PM selected, Project team assigned) Planning (PM and team develop project plan, specific tasks, work begins) Execution (plans for upcoming phases, monitors schedule, schedules resoruces, authorizes work, controls scope/time, cost and quality) Termination (formally closes, documents best practices, lessons, resoruces released) Evaluation (formal review, evaluation of goals/objs, whether deliverables met need)

Semantic Differential

Contrasting words separated by a line Useless-------------Valuable 1----------------------------10

Phillips ROI model

Conversts Level 4 (results) to financial ROI through reactions, satisfaction, planned actions learning application and implementation business impact ROI intangible measures Measure 3-12 months after training use standard values accepted by org , historical costs, manager/supe estimates, participant estimates, exant data, historical studies Ideally compare to a control group where possible.

Informal Learning

Convesrsation (storytelling, coaching, mentoring, giving feedback, modeling, reflecting, discovery, asking, observing, trial & error, IMessenger, formal feedback) Communites of practice/virtual communities (blogs, wikis, social networks, forums, virtual worlds, video demos, screencast, podcasts, stretch roles) The Web: blogs, intranet, wikis, search engines, internet, FAQs, discovery, tags

Eval Instruments

Cost analyses Online learning ests Eval forms Instructor evals Needs, objectives content comparisons Opnion surveys Paper and Pencil tests Post-training survesys Productivity reports Professional opinions (instructional designer critique) Simulation & onsite observation

Advantages of tech-based training

Cost: expensive to build, not scale Speed: precise skills/knowledge without leaving desk ansynchronous: don't need to call in (eg. chat room) self-directed: gives learners control

Goals of Evalu

Determining business impact, cost-benefit ratio, ROI Improving design of learning experience Determining how well program met learning objectives Determining content's adequacy Assessing appropriate instrcutional strategies Reinforcing learning Providing feedback to facilitator Pace and sequence Feedback on what parts they are learning Identifying what's used OTJ Assessing OTJ learning

Storyboarding

Developed by Disney in 1930s. Spell it out and move it around.

Performance Mgmt

Developing, motivating, deploying and aligning employees to affect business performance

4 Stages (Ds) in M&A

Disengagement: Lose interest. Fix: confront employees. Disidentification: Stranded, frustrated. Associating events with emotions. Fix: teach employees to separate activity from emotion Disoriented: Lost & confused. Fix: information and clarity future focus. Disenchanted: Angry, frustrated. Fix: let them vent.

Programmed Learning

Divided into small steps. Observable behaviors that are reinforced. -objectives -criterion referenced testing -pilot with small population first -chunk content by objectives

information chunking

Dividing the site content into logical units of information that can be located and scanned quickly.

Performance Agreement Principle

Each learning objective should have a corresponding evlauation (informal or formal) for behavior and condition. behavoir "should be able to describe 4 components of a widget" condition "by using job aid that describes four compoentns"

External Analysis

Economic social political & legislative workforce technological competitive factors to consider

Performance Audit

Efficiency and effectiveness of employees

SMEs

Either highly technical (e.g., electrician, product marketer) conceptual-knowledge based expertise from OTJ (e.g., senior MA)

language and nuance

English typically global language, must remove cultural nuance, verbiage, slang, colloquialisms

EEOC

Equality Employment Opp Commission governs hiring, promoting and discharging workers. Includes tests other procedures that are used as part of employment decisions. (Lawful selection) requiring trianing before job entry selecting employees to attend internal & external programs using measures in training as measures of OTJ performance & retention assigning jobs based on performance of learning program

Meta Evaluation Method

Eval of an Eval during project management: Strategic HR performance Performance improvement plans and process Program effectiveness Monitoring & control of project Planning and evalu according to timelines

Validity

Evaluation instrument measures what it is intended to measure

Report includes

Exec summ Background info Evalu methodology Data collection & analysis Issues identified Evalu results Conculsions Next steps

RFPs include

Exec summ of product/service Co Info Deliverables and how they will meet References Outlined development process Cost

Presenting

Exec summ: key messages Oral: need time to present data and discuss Detailed reporting: preps prsenter and summarizes in graphics

Failures in designing/selecting solutions

Failure to: partner consider culture manage change adapt to client

Title 17

Fair use: criticism, commenting, news reporting or training without diminishing value of original document (published or unpublished)

FERPA

Fam Ed Rights & Privacy Act

Other interactions

Fill in blank paragrpah Treasure hunt move into order self assessments case learning cooperative learning social media to post

Completion

Fill in the blanks

FASB

Financial Accounting Standards Board for standards of accounting and reporting.

Types of contract pricing

Firm, fixed Cost plus fixed (often US government) Cost plus incentive fee (bonus for early completion) or penalty Performance based certain percentage of fixed fee based on result OTJ Contract should include goals, realistic benchmarks/data. Specifies quantity, quality and deadlines.

Countermeasure Matrix

Focuses on creating measure to address each root cause. Includes actions required to implement, plus time/cost to implement. Then solutions ranked. Ecnourages critical thinking Identifies causes, solutions and implementation priorities Provides input for action plan Needs right people involved Difficult to get blaanced participation Seems complex

Interrational digraphs

Follow-on tool to affinity diagrams that charts a cause-and-effect relationships among groups of ideas.

Interrelational digraphs

Follow-on tool to affinity diagrams that charts a cause-and-effect relationships among groups of ideas.

SOW/Statement of Work

Formal document that defines the work activities, deliverables, and timeline a supplier must execute in performance of specified work for a client; may include detailed requirements and pricing, with standard regulatory and governance terms and conditions.

Learning Communities

Formal or Informal networks to learn from

Perceptual modalities

HOw people prefer to learn (olfactory, seeing, etc)

corporate policies beyond laws for governance

HR strategy whitepapers status reports on completion rates for courses learning plan tracking improved human and org performance ed of senior management on TD principles professional SLAs ROI data

Evaluation Stage

Happens as you go, but this is delivery relative to program Quality control

Course map

Heirarchical order of modules within units (lessons) Should accopmany interactive pieces (a/v)

Blooms Taxonomy

Heirarchy of learning outcomes. Provides learner behaviors and verbs for each layer of 6 of heirarchy. Knowledge (define, name, repeat, call) Comprehension (translate, describe, explain) Application (apply, demonstrate, use) Analysis (analyze, compare, question break out) Synthesis (arrange, plan, preapre, create whole from parts) Evaluation (appraise, assess, judge, score)

Work Samples

Helpful for identifying areas of opportunity or effectivness.

Culture

High performance teams may not work well every where. Culture-neutral examples Use of eye contact, names, praise, may not always work Tech isnt always valued Biz goals may lok different by countyr Laws may vary by countries Workforce planning (awareness adn solutions may look diff by country) Coaching using Western philosophies that may need adjusting Change: culture can impact beliefs about change and their ability to affect it.

High v. Low power distance

High: formal, high dependene, teacher oriented, personal, status emphasis, fixed approach, conformity Low: informal relationships, low dependence, learner oriented, Impersonal, equality emphasis, variable aproach, experimentation

Power distance

Hofstede degree to which less powerful members of society accept & expect that power is divided inequitably. Embrace paternalistic/heirarchical (Latin, ASian, African). Low score are more democratic (American, Austria, NZ) [Low

identify what constitutes exceptional performance and barriers to others attaining it (positive v. correction oriented)

Holloway Mankin Performance DNA Model

Timing for McCardle

Hour 10 percent introduce/transition 70 percent contnet ideas, activities, 20 percent sumary, conculsion, transition to next module

Brogden Utility Analysis

How effective the program was at identifying and modifying behavior and therefore future service of employees. It JUST places a value on skills not their impact in the workplace. DeltaU = N x T x dt x SDy - C Total change equals employees trained by duration (years) in performance effect by true difference in job performance between average trained v. untrained in standard deviation by standard deviation of group in dollars minus cost to train employees

"coaching"

In an "official" coaching relationship, defined by the International Coach Federation, coaching is "a professional partnership between a qualified coach and an individual or team that supports the achievement of extraordinary results, based on goals set by the individual or team. Through the process of coaching, individuals focus on the skills and actions needed to successfully produce their personally relevant results, "but it is not counseling, mentoring, training, or giving advice. Coaching may also be used on-the-job where a more experienced person, often a supervisor, provides constructive advice and feedback to develop or improve the performance of an employee.

Process Improvement Components

Inputs (materials data components) rquired Process Controls (info and physical controls like performer experience and competitors) Outputs (desired results) Resources (equiptment, systems, people)

ISD

Instructional System Design. systematic design process.

ICF

International Coaching Federation is a not-for-profit, individual membership organization for professionals worldwide who practice business and personal coaching.

Predictive validity

Is extent to which an assessment can predict future behaviors or results

Concurrent validity

Is the extent to which an instrument agrees with the results of other instruments administered at approximately the same time to measure the same characteristics.

Rummler-Brache 9box

Job, process, org by goals, deisng, management

4 types of Learning INfo Systems

LMS (manages people/learners) LCMS (manages content) collaborative learning software LSS (learning support systems)

Training solves for

Lack of skills or knowledge (not inadequate info, lack of motivation, job fit, outdated/poor tools or resources, unclear standards, poor/inconsistent feedback, poor work environment, poor processes, management issues)

Servant Leadership

Leader serves his/her followers. Help others improve. 1) as people grow they become wiser, more autonomous and likely servant leaders, 2) leadership benefits those most disadvantaged

Leadership v. management

Leaders create vision, strategy people follow and figure out Managers create/execute policy and tweak vision/strategy and have employees who do the work.

Leadership styles

Leadership theories in practice.

Constructivist Strategies

Learner responsibility for learning Use experiential learning activiites Guide and simulate learning Apply real-world relevance Provide opportunisites for collaboration Allow for various outcomes

Drawbacks of informal (peer to peer) learning

Learner willingness to seek help and listen Not all learners benefit Unplanned and can be difficult Observation and application focused

Learner-Centered Instruction (Carl Rogers)

Learner-centered approachd Shift from teaching to learning Partcpant engagement and particiapation Relationship between facilitator and learner is equal CREATE WELCMOMING ENVIRONMENT

Implementation Stage

Learner-ready Level 1 (reactionary) feedback MOdify as necessary

LCMS

Learning Content Management System. Chunk content. Dont' typically integrate with HRMS Helps leverage and create content.

Where do you start with assessing learning tech

Learning objects: how much is stored

Distance learning

Learning through technology. Learners are separated by time or location or both.

Postindustrial leadership

Level of complexity has increased dramatically plus speed of change. Everyone must learn continuously. Leadership is no longer just a leader's job.

Absorption of learning

Lose 80 percent NYU study found students retained 15% more via podcast

CMS

Low-volume training No analytics (EPSS would help with ongoing additional support; LMS would be good for higher volume enrollment)

Silver & Hanson's Learning Sytle Inventory

MBTI adapted learning Inventory ST: want pace, right & wrong. drills, repetion, experience. NT: logical, analytical, skeptical. independent, trust reason. absorbed in the work. SF: need to relate to personal experience. learn cooperatively. collegial and relationships more important than learning. NF: look for patterns and connections with prior learning. respond to opportunities to innovate. bored easily with routine.

CMS or CMS

Manages content--typically at a university. Has some grades but not work that would be helpful for HRIS.

LMS

Manages learning events: planning, enrollment, and virtual/classroom/online events. Tracks progress. Can connect to HRIS. Critical for compliance-oriented industries (gov, healthcare and finance)

Development Stage

Materials move from blueprint to actual. Draft form and checked wth SMEs

Bennett's

Milton Bennett: improve and others do not. More complex/sophisticated experiences, they are more culturally competent Ethnocentric: Evaluating relative to yours -Denial: unaware/disinterested. -Defense: know about difference, believe theirs is better. may include stereotyping/negative. -Minimization: food/clothing but may not understand cultural. Believe they are more tolerant than they are. Ethno relative: Beliefs is one version of reality. Acceptance: may not understand but want to inquire Adaptation: expand world view through awareness, offer compassion and empathy. Integration: move in and out of differnet perspectives

MBTI

Myers Briggs Type Indicator: Extroversion (stimulation, action-oriented, frank) Introversion (inner world, concepts, ideas, solitude) Perception by Sensing (observed through senses) or Intuition (abstract creative, future) Judgment by Thinking (analytical, objective, cause-effect oriented) or Feeling (personal and group values, people side of problems) Attidue by Judgment (organizes, decides, seeks closure) or Perception (spontaneous, adaptable, seeks info)

Brain

Neuroplasticity same across ages Nerual connections weaken with age

New ideas/tips

New idea to share Questions they have now Most interesting fact they learned

Regulators

Nodding, behavior mgmt techniques

Methods

OTJ classroom lab workshop self instruction textbook workbook mobile desktop computer audio visual

Congitivist strategies

Organize info: objectives, learning Assimilate into existing knowledge (stories, use real examples) Strengthen New KNowledge into memroy (prictcie, feedback, summary, test, OTJ) Focus attention: answer WIIFM, movement, activities

3 Levels of Needs Assessment

Organzation (knowledge skills abilities that they may need for growth of org/succession) Job (tools, skills, knowledge, conditions, requirements) Individual (how an individual does their job)

Recycles what's been decided

Our purpose today is not to review what has already been decided, rather to identify potential problems and identify solutions for them. X, what solutions might you come up with for X?

Project manager v. course developer

PM: gap between time, resources, budget, scope, quality Course developer: creating event

business client

Person who requested the work/project. May perceive the problem or solution incompletely/incorrectly

5 levels of listening

Passive (head nods, smiling) Listening for Knowledge (facts, logic then sequencing or ordering them in patterns to form conclusions) Active Listening (demo nonverbal behaviors that respond to questions posed or asking questions to increase understanding) Listening for Clarification (paraphrasing and asking questions to increase undersatnding) Empathetic listening (identifying feelings by confirming with teh speaker)

Characteristics of Learners (CAL)

Patricia Cross: readiness and self-concept applied to andragogy. Different development stages of adult learners. A consistently positive learning experience to acquire info and skills and quicikly retrieve, recall or respond confidnetly

Chain of Response

Patricia Cross: variables that impact adult learngin participation. Motivation based on pos/neg experiences Self esteem Participation and expected outcome are linked Must have safety/secureity before higher level needs Reward is important to motivation

Transformational Leadership

People follow someone who inspires and supports them. Vision then selling the vision and themselves by extnesion

Theory Y

People work to achieve goals that they are committed to, and rewards Most people accept and seek responsibility

Theory X

People would rather play than work, need to be coerced, controlled, they want to be told what to do. (contrasts with Theory Y) [Industrial]

Norming Stage

Perfomring as a group: roles, goals, responsibilities, output. Acknowledgement of individual and collective mpact. Team competence/pride developed. Output moderate to high but many teams don't make it.

PBT

Performance-Based training. Learners should model skills BEFORE leaving training. Self Instructional materials Curriculum Modules Learning transfer

Maslow's Hierarchy of Needs

Physiological (food, sleep) Safety (free from fear) Belongingness (friends & family) Esteem (self-esteem and highly regarded by others) Self-actualization (excel)

Leader Activities

Plan: forecast & set objectives, sequencing, budgeting, evaulating, Gantt charting Organize: structure for human & non human tasks Coordinate: constant leadership task Direct: responsible for making things happen Control: Ensure it's according to plan, control of info, take corrective action Lead: model the way , inspire shared vision, challenge the process, enable others to act, encourage the heart (Kouzes and POsner)

PRoject management

Planning, Organizing & Controlling work Goal: on time, within budget, meets requirements, uses resources wisely

Performing Stage

Players task and people oriented. High trust. High recognition. Unique talents employed. Output high, but susceptible to group think. They want agreement with minimal conflict.

proxemics

relationship of people and personal space intimate personal social public

Forecasting

Predicted change (before training) Actual change (after) Data compared

mantayla and gividen's LSS (learning support system)

Prep & design if reg process Marketing & comm (advertise benefits, WIIFMS, reg process, logo) Learner-orientation tools (what where who how tools) for distance learners Self-directed learning resource info: relevant references for pre- or further study

Stages of Change (Kurt Lewin)

Present (but there's typically a pain with current status quo: market share shrinking, increased customer demands, continuing inefficient processes, Obsolete processes) Transition Desired

Business drivers

Recess, process, or condition to achieve organizational goals. Examples: cost reduction, regulation, generating revenue, driving employee engagement

Extant Data

Records and reports. (could be anything within or outside a company)

CAP Cultural Adaptation Process

Process for testing for cultural differences in training materials. 1. Thorough analysis 2. Analysis suggest changes to format, content, instructional methods, media or tech. 3. Propose modifications critical to achieving equitable outcomes. 4. Test to confirm they are critical to learner's ability to benefit from course.

5 HR Systems

Recruitment & Selection Comp Perf Mgmt Reward Mgmt Job Design (and Learning & Development)

Common Elements of Learning Programs

Program curriclua (big picture like sales training, customer support skills) Topics (KSAs) Outlines (may include some self-study) Objectives (ABCD . Audience/Learner Behavior Condition Degree) Courseware (self study, job aids, instructor-led materials) Media (tech and presentation tools, a/v, electronic text, EPSS, Delivery Methods (distributed learning

Output evaluation: program and training transfer

Program: effect of program on learning Transfer: effectivneess at OTJ transfer

Project v. process

Project has start and end point (moving to Cloud). Process is ongoing (mentoring)

Supportive leadership

Promote good relationships with employees and are sensitive to needs

Collaborative Leadership

Promte and safeguard collaborative process. Define future state and work to meet.

Challenges ideas/assumptions

Prove it to them (cite sources) Acknowledge it has merit adn you'll do some thinking on that. Ask the other participants their thoughts?

AOE 6: Managing Learning Programs

Provides leadership to execute the org's strategy; plans, monitors and adjusts L&D projects or activities (to stay adaptible and evolve)

SCORM

Sharable Courseware Object Referece Model. Common technical standard.

Pull v. push in L&D

Pull: learning tech failitiates JIT training (skills, knowledge, Push: push out content via online or classroom (safety, procedural, compliance, onboarding)

accelerated learning

R/L hemispheres, cortex and limbic system for learning. Affective state (i.e., stress free) Beliefs (believeing you can v. can't) Info networks

Report Results Needs Assesssment

REstate problem highlights analysese used proposed module design tie to org strategy and WIIFMs for investment

To learn most effectively, adults need...

Reason for why Base new learning on past experience Learn in order to resolve problems in a given context Learn best when perceive the value of knowledge relative to their cirucmstances

Behaviorism

Relationship between stimuli and responses to control and predict behavior. Learning through reward/reinforcement of desired beavior. (Skinner) Focuses on learnable skills & beaviors. Is observable.

Focus groups

Rich detail about work environment. Allows participants to build on idea. Verbal and nonverbal feedback. But resource intensive, sometimes dominated/led by a couple members. Requires mutiple faciitator and note taker.

Copyrighters may

Reproduce Prepare deriviative works Distribute Demonstrate/Perform

ROE

Return on Expectations: links monetary value or cost of providing the learning learning produces performance results they can apply OTJ

strategic goals

SMART or SMARW specific measurable agreed upon realistic timly or written down

Forecasting used

STaffing needs (skills/knowledge as well as actual bodies needed) Predicting ROI and expectations

Reliablity

Same measurement produces consistent results over time. (e.g., age) but others require statistical analysis. **just because it's RELAIBLE doesn't mean its VALID; could be measuring the wrong thing over time connsistently** Tests with reliablity over 75 percent (p=75) are reliable

Appreciative Inquiry

Shifts from problems and burdens to opportunities and vision. [Systems Thinking Practice]

Connectivism

Siemens and Downes suggest learners create connections and develop network that contributes to their knowledge and prof devt. They don't need to know each other personally to connect and impact one another.

Multivoting (nominal group technique)

Silent idea generation. Brainstorm wide range of responses to an issue, clarify responses then rank. Yields rank ordered causes or solutions. Good for team Minimizes team dynamic issues (conformity, big voice, generates ideas) Rank orders Requires prep Best used with single, clearly defined problem Minimizes discussion

Cogs Ladder

Similar to Tuckmans. Not linear. Polite Purpose Bid for Power Performance Progress Synergy

SMART goals or objectives

Specific Measurable Achievable Relevant Time Bound

LCMS

Stores, assembles and delivers learning objects. Enables you to deploy/publish in various formats and at various times. You can make a global update.

Strategic v. tactical knowledge areas

Strategic: necessary to run the functional area as a business (eg. business goals, current and emerging tech, learning IS, marketplace resoruces, principals of management and leadership, HR systems, legal/regulatory) Tactical: manage and implement learning areas (eg adminstration of L&D, budgeting/accounting/fin management, project planning tools/processes, comm techniques & tools)

factors

relationship patterns, dress, customs (eg ice breaker at start of training),

Closing activities

Summary: objectives and benefits Call to action Questions

Emblems

Symbols (okay sign)

Knowledge Manageemnt

Systematic practices for acquiring, organizing, sustaining, applying, sharing, and renewing knowledge. Aimed at facilitaing access, use and reuse of knowledge. **accessible and reusable knowledge**

intercultural

Taking place between cultures, or derived from different cultures.

Formative Evaluation Dimensions

Tasks: learning sequenced properly. tasks broken down well (not boring, easy or too difficult) Topics: missing info? misleading or incorrect info? Instructional methods: enough feedback/practice? course useful? interesting, difficult or fun? learning activities worthy of their time? errors/confusion? Tests: do they demonstrate (v. describe) learning? are they fair? resonable measurement of OTJ performance? Productivity: have measures improved since training (absneeism, engagement, sales, turnover, rework, speed, quality)

Rabotin "culture savvy"

relationships rewards respect recognitions

Content validity

The content it should measure

butterfly effect

The idea that a small effect or thing can have a large impact if it happens to tip the balance, causing other changes that create a major event. (e.g., small rounding error may have a big effect)

behaviorism

The study of external observable behaviors (as opposed to internal motivaitons/thoughts) and what gets reinforced. People repeat things that get positive reinforcemnt and not negative responses. (Pavlov, Watson, Skinner) [trial and error]

Flowcharts

These are a visual means of showing process flow and identifying bottlenecks

Performance Impvt v. training

Training doing repeated behaviors to reporduce PErformance improvement goes beyond training

linear or circular

Trompaneers would say circular. instead of in opposition to what you do

CAL Characteristics of Adult Learning Chain of Response

Two Patricia Cross theories. CAL Incorporates changing adult developmental stages. COR reusults from extenral and internally influenced events that encourage/discourage participation in learning.

Contract signing story for Japan

US universalist rules and protections vs. Japanese relationship focus

Get to the point

US/Canada/Aus

task orientation

US/Euro: focus on task completion as a means of developing relationships Asian/Hispanic: focus on relationship first to complete tasks later

Cognitivism

Understand understanding. Mental processes for perceiving, thinking, remmbering, learning, solving problems and attending to one stimulus over another. Logical flow of info. Info processing system v. behavioral focus. Builds on knowledge and focuses on thinking skills. (Sink & Clark, 90s)

Formative eval requirements

Understandable Accurate Functional (done through pilots, technical reviews, product reviews, stakeholder reviews)

Coaching AOE 8

Uses an interactive process to help individuals develop and more rapidly achieve results. Improves others ability to set goals, achieve action, make better decisions, and make use of their natural strengths. Has enormous org and development power.

Socratic method

Using open ended questions to provoke thoughtful dialogue and learning "Whats the nature of..." "What exactly does this mean..." "Based on what we already know, how would this..."

VOIP

Voice over internet is a web-based telephony protocol

Kepner-Tregoe Method

Wants and Musts. Rounds to determine capacity. Then can use weighted processes to compare/contrast suppliers (for example).

Questions to ask for Level 4

What is the business need? (e.g., turnover, error rate, sales, time to productivity, out of date material) What are teh desired outcomes? What benefits should be involved in product/solution? What are teh objectives? Then L4 measures each whether those were met.

Rewards Mgmt

What motivates employees

Designing method for provocative question

What should be )instead of what is)

TD strategic planning

Where are we Where do we want to go How will we get there Whats our departments strengths and weakenesses Four phase process: Formulation (identify values, mission, vision) Development (SWOT, strategic goals) Implementation (short-term objectivves, action plans, resource allocation, motivation) Evaluate (strategies, measure performance, take action)

Analysis Stage

Whether training is appropriate Audience Profile Type of Training (skills enhancement, managerial, technical, cross cultural, org change, literacy, traditional academic) Training platforms: classroom, OTJ, multimedia, CBT, distance learning, teleconf, seminar/webinar Resources: access to SMEs, materials, funds, current courseware, facilitaitors, AV Constraints: deadlines, facilties, remote employees, platform issues, broken equiptment/tools,

Talks to little

X, hwat are your thougths on this question? Y, you're newer to our group so I'd love some outside perspective. What are you thinking?

Pareto chart

a bar graph whose bars are drawn in decreasing order of frequency or relative frequency

Contingency Theory

a leadership theory states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style. [Industrial]

individualism/collectivism dimension

a measure of a culture's emphasis on either individual achievement or social relationships or prefer to be integrated in groups. (collective are we focused). Developed & Western cultures tend towards individualism. Less developed and Eastern countries are more collectivist. [inverse relationship with power distance; typically high power distance are also collectivist; low power distance are individualistic]

uncertainty avoidance

a society's tolerance for uncertainty and ambiguity when facing unknowns High uncertainty tend to enact a lot of rules and regs to keep them from occurring. May express more anxiety in unknown situations. [Greece & Japan] Low uncertainty see them as opportunities. Have fewer rules and more contemplative. [Singapore and Japan; Singapore has a lot of rules but that's related to power distance]

assumption

a thing that is accepted as true or as certain to happen, without proof. [Oxford]

Force field analysis

a tool used to identify the forces driving or restraining change

dynamic tech capabilities

ability to evolve and apply learning tech efficiently (awarness of need to change, notice signals from market, urgency, tech acuqisition, tech implementation, efficieny planning, plan for infr mgmt, continuous learning)

self governing behaviors

according to ABA and AAA (arbitration) honesty fairness lawfullness compassion respect loyalty dependibility

matrix management model

ad hoc committees and shorter term assignemnts swiftly respond to needs GMs oversee everyting full advantage of pairing up skillsets limited resources across multiple projects but can cause fighting over support more complex/expenisve to develop group decision making (they report to someone who doesn't' manage them on individual projecs)

Strategies for communicating to diverse audiences

assessment (culture) acknowledgment (culutural biases) attitude action (credibility, gaining trust, maintaining accuracy, anticipate reactions, give feedback, remain flexible)

Data Collection Methods

assessments & tests performance audits copmetency modeling observation intrviews focus groups (5-12 people) surveys work samples extant data (eg records or reports; performance reviews, employee manuals)

chi-square test for single variance

assumptions made to use statistical princples. chi-square test assumptions: sample selected randomly population normally distributed observations separate

positive skewness

assymetry in data values mean greater than median greater than mode it's positive mode greater than median, greater than

skewness

asymmetry in sample data values

continuous variable

attributes form a steady progression (e.g., time, speed, distance)

jurisdiction

authority to act

3 management styles

autocratic: military chain of command style. leader makes decisions and expects compliance. anarchy: employees work with no input and make decisions. chaos mgmt (used at fast paced companies) democratic: ideas sharing and feedback, equity is valued.

Messages and articles passed through email

automatically copyrighted

virtual world

avatars, online simulation textual, 2D and 3D graphic representations. some even allow multiple users.

mean score

average. calculation: sum of all variables divided by total number of variables can be skewed by outliers

central tendency

averages (mean, median and mode)

Learners ability on mobile impacted by

bandwidth, speed of connection and battery life.

Myers Briggs

based on Carl Jung

ADDIE Model and evaluation

baseline analysis needed. eval must be part of design.

tech comfort and perception for culture

be careful of unwritten rules

idiosync

behavior of a person viewed as peculiar, and can be offputting or distracting

ocial cognitive

behaviorism too much about Bandura included cognitive piece. thought, self reflection and self regulation can influence outcomes. [seeing trial and error of others too] Obesrving, learning, imitating. learning culture is also socially influenced (teaching v. more explicit)

regression line

best-fitting straight line through all value pairs of correlation coefficients.

Toincreaseskill

case studies role plays demos written/verbal exercise to practice recordings skill labs job aids

assessment center

catch all for assessment (oral exercises, counseling simulations, problem-analysis exercises, interview simulations, role play, written report/analysis, group exercises). highly effective.

Learning Technologies

categories and types of learning

KM best practices

categorizing, indexing knowledge (internal and external sources eg. interviews, surveys) tactical KM: how it's identified or created, shared, and reused (e,g., knowledge map) strategic KM for org structure, culture, core competencies, external networks, KM systems

Achievement oriented leadership

challenging goals and encourage high performance to show confidence

chaos v. complex theories

chaos: patterns can't be recognized or understood. prssure on system but it is resisting change until it's unavoidable then it's either reinvtned or disintegrates complex systems: can't undrstand withouth looking at entire system. need to predixt by looking at pattrns across whole system

2 characteristics GLOBE found valuable in all cultures

charismatic or values based (reflect high standards) team oriented (loyalty, pride among the group)

storing data

charts data entry or form auto calc tables auto reports

online tech collaboration/discussion tools

chats, polls, whiteboarding

tort

civil wrongdoing (e.g., negligence)

if i have a low motivation learner I should use...

classroom training to ge them to try things and engage with facilitator

wants v. needs v. results based approach

client gets only people who need intervention get focused on results

coach and client should agree on

client performance goals and how to measure performance relative to goals format frquency purpose and scope ground rules on confidentiality, candor, coachability, participation. feedback: evaluative & developemental

coaching v. counseling & mentoring

coaching: answers are in the client. use tools/techniques to draw it out. focus on client goal and what they want to achieve. counseling: resolve personal, social or psych difficulties through more productive behaviors mentoring: more seasoned person giving guidance and support to a protege in particular. may provide motivation, advice, network based on subject matter/expertise.

trait-factor counseling

cognitive career counseling approach on the theory of individual differences. Known as the talent-matching approach, it assumes that each person has a unique pattern of relatively stable traits, interests, abilities, and characteristics that can be identified as an occupational profile. This approach originated in the early 1900's and is associated strongly with vocational theorists Frank Parsons and E.G. Williamson. Trait (individual characteristic) factor (chatacteristic to be effective at a job)

knowledge mapping

connects knowledge, ed, process, policy, expertise to enable knowledge sharing and access who owns knowledge, how to tap it, how to share it idenfities experts, communicators and needers of knowledge

due process

consitutional requirement to treat fairly and avoid arbitrary behavior

Two factors that impact effectiveness of gamification

context of game qualities of participants

strategic planning frequency

continually or as needed

3 aspects of relationship between TD buyers and sellers

contracting developing/delivering maintianing

internal v outer direction

control environment en route to achievening goals internal motivation. (isreal, us, uk) external: environment is powerful and has control. seek data from other sources on how to behave (china, russia, saudi arabia)

resisting force that is always present

cost

expenses

costs incurred

cost-benefit analysis

costs v. outcomes. performed to determine roi

coaches

craft specific goals provide candid but nonjudgmental feedback ask questions to draw out provide substantive feedback track and measure

Reduce challenging people by...

creating ground rules at the beginning

weather implications

culuturally significant for planning, environmental impact, transportation and impact on wrokers

3 change states

current transition desired

Knowledge repository should include

customer service practices, policies, competitive intel, product knowledge, research, sales data and support for sales/field ops

common law

customs and usages instead of written laws

budgeting

cyclical: design & develop (forecast) budget execution (expense tracking, monitoring, mgmt) reporting and reconciliation

building blocks of KM are

data (raw and meaningless in and of themselves like numbers on an xl file), info (data that has been given menaing like sales trends) & knowledge (info when combined with understanding that enable action e.g., sales trends going down) Data turns into information that becomes knowledge upon which decisions may be made.

TD software can help you

data for needs analysis

to change attitudes or perceptions

debates role plays assessments or instruments of evaluation structured analysis games self analysis recording thoughts in a journal

liabilities

debts/expenses

Types of knowledge

declarative(concepts, categories, definitions) procedural (processes, actions, sequences) causal (rational for conclusions) contextual (circumstances under which knowledge was developed)

to define work flow or process

define beginning and end of process clearly to see each component 6 Sigma DMAIC methodology 6 Sigma IPO model flowchart evaluation models

KM implementation strategy

define goals, vision, mission define current state and how knowledge is currently measured complete SWOT build case for KM aligned to business goals sell concept to stakeholders create implementation strategy to include: org change mgmt plan comm plan governnace infrastructure & architecture HR, IT, other business group plan project mgmt training & support

dispersion

degree to which they are dispersed around the mean

work breakdown structure

deliverable orientation of a group/dept tasks used in PM and systems engineering

Process redesign is appropriate when

departments are slow to respond decisions take long time or are low quality turnaround issues cross-departmentally bottlenecks cause delays benhcmarking data indicates could be cheaper/faster/better culture of performance imporvement doesn't exist

sample size estimation

depends on size of population accuracy confidence not by chance

SCORM

designed to minimize/reduce tech barriers to have reusable content Sharable Content Org Reference Model (common technical framework)o

Org Devt (OD)

developing an org to be more effective at meeting goals. use planned initiatives to develop systems, structures and processes to improve effectiveness

interval variables

difference between variables is meaningful enough to make it possible to rank order measured items and to quantify and compare the sizes of differences between them.

Variables to consider when evaluating training

difficulty isolating issue control groups types of eval management support org culture enables or barriers

podcast

digital media files over internet using syndication feeds or playbacks

proximate cause

direct or immediate cause needed to support claim

correlation analysis

directional correlation, zero and inverse correlation. must ensure it isn't a causal relationship (e.g., courses taken and employee advancement

operating expenses

directly relate to biz ops , not to providing products or services

selection bias

distorting statistical analysis by pre- or post- selecting samples

self assessment

enables commitment to coaching

pursuit & exploitation

encourage/reward employees for seeking new info

for stats

ensure audience knows anything that could have influenced data

EEOC governs

equal employment opportunity commission. governs hiring, promotion & discharge of employees. Includes using selection testing for training or transfer. Also testing for job selection, training programs, retention/performance testing, job assignments based on training performance.

control group

equal to treatnemtn in all ways except didn't receive treatment

Bennett's model of intercultural sensitivity

ethnocentric to ethnorelative Denial: no interest in cultures beyond their own Defense: believe their culture is better Minimization: acknowledge minaml differences (food, clothing) but not deeper Acceptance (ethnorelative-->) recognize there are differences may not always understand but seek to Adaptation: empathy or compassionate Integration: move in and out of different perspectives

Structure

europeans

Ethnocentric

evaluating other people by the standards of your own culture

perspectives on problems

events resources structures

project lifecycle

everything that happens from beginning to end of project

3 benefits of social media

find info quickly improve knowlege sharing enhancing communications JUST ENSURE IT BENEFIS all 5 Generations of workforce

mcGregor X and Y theory

finer point on Maslow's heirarchy for work situation. coach to improve intrinsic motivation. change happens when current situation causes more pain and frustration than changing.

multiple regression analysis

tying behaviors and outputs

3 skills areas

executive: create strategic vision, lead, strategize, plan, negotiate, recognize talent managerial: supervise, direct, counsel, discipline, coach, organize, develop people functional: specific tasks (operating a computer, using a time card or video recorder)

Web 2.0

expansion of interactive media on the web (email, cloud based storage, wikis, IM, blogs, chat, etc)

simluations

expensive, time consuming

analysis of variance

experimental design model

km

explicit and systematic management of org knowledge and intellectual capital. turn tacit knowledge into explicit knowledge.

Consequences of using monetary incentives (Daniel Pink)

extinguish extrinsic motivation, diminishes performance, crushes creativity, encourages unethical behavior, fosters short-term thinking (The Surprising Truth About What Motivates Us) -Alignment of values and mission (self-determination theory) and connection with people & environments ... comraderie, teamwork and emploeye development

Surveys

face to face electronic paper/pencil phone inexpensive, easy to tally, large group, frequencies are easy to understand challenging to get questions right, appropriate answer scale is critical, getting a large enough sample to make it reliable is tough, can skew answers

central tendency bias

failure to commit to 1 or 7 on a chart. use middle value.

dicohtomous variable

falls into one of two categories (e.g., gender male/female can be manufactured e.g. >65 or <65)

sympathetic nervous system and change

fight v. flight. Everett Rogers model of change process adoption: innovators (2.5%) early adopters (13.5%) early majority (34%) late majority (34%) laggards (16%)

balance sheet

financial position (includes assets/liabilities and equity)

objectives

help meet strategic goals

familial, tribal and agriculatural

first org structured. developed out of necessity. overtime pressures enabled chief/leadership role. ag societies enabled more larger, more sedentary. familial org structures, one or two trusted folks help make decisions today most are multiple types of structures (matrix, multi flow)

Gantt Chart

floating bar chart of activities (beginning and end dates)

developmental feedback

focuses on future and raising performance -ask for self assessment -descriptive (measurable/observable) -specific -only changeable behavior -ask questions instead of make statements -focus on strenghts too -use I messages -limit feedback -discuss attitude based on behavior not personality traits

showing quantitaitve data

focuses viewer on data not methodology avoid distorting data presents numbers in small space makes large sets coherent encourages eye to compare different pieces reveals data at different levels serves to describe, explore, tabulate, decorate data should be closely integrated with statistical and verbal descriptions of data set

Learners

folks with gaps in KSAs first to evaluate quality and provide feedback (words/behavior)

indictment

formal charge by grand jury in a criminal trial

360 feedbback

from all sides

fishnet structures

from heirarchical structures. they ahve evolved. may have strong ties and informal ties. exec team exterts control and sets direction while teams work dynamically. flow of people around the problem and make take multiple sanpes.

incurred expenses

fulfilled cost hasn't been paid yet

In considering a TMS purchase consider

functionality you need stakeholders who will use and receive potential suppliers peer references about suppliers demo/pilot

remedy selling

gaps and linking desired state with steps to get there and the current state

Social learning allows

gather info as needed personalize experience

AOE 5: Evvaluating Learning Impact

gathers organizes and analyzes info using the impact of learning solutions against the key biz drivers; presents info in a meaningful way to org; uses learning metrics to inform org decision making

civil rights act 1964

gender discrimiation act

Nonverbal

gestures movement and language eye contact

Directive leadership

give specific advice, establish ground rules, clarify expectations, specifiy & assign work

external coaches

good for objectivity in making big decisions

workflow diagram

graphically depicts flow pinpoint areas of opportunity communicate a process identify the effect of process changes train staff on how to perform provide performance support includes process and boundaries and links process owners (swim lanes if cross departmental) inputs and outputs customers and suppliers

frequency distributions may be presented

graphs summary numbers

Interview protocol

guide for conducting an interview for consistency

Industrial

heirarchical, bureaucratic. Fayol's admin theory of management (plan, organize, command, control, direct). People as interchangeable parts. Management and leadership are interchangeable.

business model

how an org intends to generate revenue or profits, identify & serve customers, and produce products/services. -customer selection -differentiated offering -acquires & keeps customers -promotes & distributes products -defines tasks to be performed -configures resources -captures profit

multiple regression analysis

how certain behaviors are tied to outputs determines what factors drive the rating (e.g., customer service scores relative to politeness, time on phone, etc)

complexity theory

how complex systems generate simple behaviors

To avoid stereotpying

how do you know something is true? who can challenge your viewpoint or offer alt perspectives? observe people around you recognize how your own culturally influenced assumptions influence your beliefs about how people learn, perform and change

workforce planning

how many, what level or group

personification

how people see things based on what info they were given

capability assessment

how ready are we now and future to meet org business goals? (what do we need for status quo, growth, future)

acculuaturation

how you learn and accept culture

achievement v. ascription

how you view status achivement is performance oriented ascription is given (france, italy, japan, saudi arabia)

human capital mangaement

human assets are leveraged to gain competitive advantage

Trompenaars and Hamptden Turner's Dilemma Theory

humans expeirence problems (universally) with their relationship to: -others (universalist v. particularist, individual v. community, neutral v. emotional, achievemnt v. ascription(, -time (sequential v. asynchronous) -enviornment (internal v. outer direction

HTML

hypertext markup language that allows code to display properly on browsers.

What if questions

hypotehtical

Six Sigma IPO model

identifies inputs and outputs graphically

workforce plan

identifies skills and knowledge gaps and requirements

AOE 4: Learning Technologies

identifies, selects right technologies adapts tech matches tech to specific learning oppty or challenge at hand

measurement of KM bestpractces

identify improvement through data collection & analysis

knwoledge audit

identify who has what knowledge and potential barriers to info movement. collect type of info they have and what employees need to do their jobs as well as repositories

exclusivetalent

identifying and developing specific individuals. inclusive is finding opportunities to develop all based on needs.

Basics of effective rewards

immediate sincere speciifc positive

values often challenged or define when

in congruent with behavior. challenged to define or defend why they behaved in a certain way.

tacit knowledge

in ones head (judgment, experience, know-how)

competencies

include skills, behaviors, knowledge and ATTITUDES job descriptions outline work

Race Awareness (2 schools of thought on diversity training)

increase awarness of difference and reinforces importance of inclusion v reinforces cultural differences and decreases support for diversity

A KM system

increases collaboration access to experts communities of practice connections real-time access to info curated, accessible knowledge

in separating control and treatment group, you control for xxxx variable

independent (e.g., age) [v. dependent like training]

individual v. communitarianism

indi: personal responsibility, freedom, achievement [Canada, US, UK, Scandanavia, ANZ] comm: group values of safety, support [LatAm, Africa, Japan]

WIIFMs are more relevant for

individualistic cultures. include pictures

Indulgence v. Restraint

indulgent values permit and encourage gratification of basic needs [venezeula and columbia] Restrained have stricter norms [egypt and ukraines]

keep up with tech

industry reports, articles, books, supplier insights, user blogs, conference explos

Wikis

inexpensive share info quickly allow quick updates but requires culture change, can be raw and ugly, not always updated

apps/tech advantages & disadvantages

inexpensive, not location specific require frequent updating

explicit knowledge

info contained in documents and media. can be accessed by anyone.

data entry table

input each question by column. may organize by section/subsection. focus is being able to read and input easily

knowledge shared through instruction & info sharing

instruction: classroom, OTJ, onlne info sharing: social collaboration, social media, socizliation, mentoring

Gamification

integration of game elements, mechanics and framing into non-game events and scenarios rewards, trial and error learning, may remove resistance to change/learning

economic globalization

integration of national economies into global economy

negligence

intentional or nonintentional careless behavior that leads to injury

archival/extant data

internal or external docs hard data, no confidentiality issues data must be inferred as patterns since not collected for eval purposes

Managers

interpersonal, informational and decisional roles

global considerations with info gathering

interviews: consider how they would reply given power distance and uncertainty avoidance focus groups: consider jargon. sensitivity to group dynamics and hierarchies. observation: interpreting body language. get clarification. the meaning of silence in different cultures. knowledge checks: measure learning impact. careful doing this in groups.

performance support types

job aids, electronic performance support systems checklists, forms, reference cards

Cooperrider's 5 strategies for stakeholders

know they belong feel contribution is valued know where community is headed that excellence is expected contributing to greater good

cultural assessment should include 4 compoentnts

knowledge (stereotypes and info) understanding (awareness and empathy) acceptance (tolerance and respect) behavior (self awareness and interpersonal skills)

explicit knowledge

knowledge documented and shared with someone (e.g., login-sequence)

exams, assessments and tests

knowledge tests, OTJ skills, analysis of work results relative to qual data objective. have desired and current performance. (they don't reveal why a participant performed in a particuarl way, hard to have knowledge and skill evals)

employee force

lack of employees/shortage

Internet

large network of connections (network of networks). use standard internet protocl suite (TCP/IP). file sharing, telephony

class action

lawsuit on behalf of many

Group Approach

leader assists a group in moving towards a goal. came about in 1940s. [Industrial]

simulations

learn in immersive and realistic environment without threat of hurting themselves or others but seems authentic but isn't expensive

syncrhoous training

learner and trainer are online at the same time, working together.

developmental psych (Piaget and Vygotsky)

learners construct knowledge from assimilation and accommodation. culture playing a huge role. assimilation happens when you incorporate something new into your existing frame (either bc it aligns or bc you have a fualty understanding and think it does) accommodation happens when something contradicts your frame of reference , so you change your interpretation to fit your construct. Process by which failure leads to learning. ***

Peter Senge

learning organizations are places where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together (systems thinking, mental models, personal mastery, shared vision, dialogue on learning capacities)

learning modalities

learning preferences for knowledge acquisition (environment, psychological comfort, social style and profile)

Capelli & Keller warned that focusing on recruiting for jobs

leaves you at mercy of job market

cause of action

legal claim

copyright

legal protection for works of authorship

Content management is like

library system. templates tagging by keyword (searchable) version control facilitation of synchronous or asynchronous communication

Likert

linear for statements & attitudes typically 1-10

chart of accounts

list of account lines in ledger

two way framework

listening and interaction in communication (1-way is message delivered only). use a translator to ensure it's truly two way. consider cultural implications if you're getting a lot or not a lot of feedback.

dydactic communications system

listening and speaking

coaching investment

long term development solution for transformative change

data mining

looking for patterns in data

Active listening activities

make eye contact assume listening "position": straight, lean forward, take notes listen with enjoyment gives undivided attention asks questions recaps what they ehear

two influences that have the most impact on motivation

management and performance (keep this in mind when asking employees to do their jobs and take on others during change management)

treatment (experiemental) variable

manipulated or treated variable (e.g., a training program)

politics

many countries businesses are controled or grown by government (e.g., china) or regulated Consider: government stability local taxation policies trade agreements foreign-trade regs social-welfare policies

workforce planning is a blance between

market and personal assessment

Almost all blended learning re3quires

marketing and comm plan before rollout

Immersive learning example

massively multiplayer online games or simulations

change management

may be less engaging for employees in Eastern cultures.

variance

measure of the spread between numbers in a data set. and how far each is from the mean.

correlation

measure relationship between two variables measured at interval or ratio levels. not causal.

randomization

method to help diffuse covariates across experimental and control groups. compare one independent and one dependent variable (e.g., participant's performance in a training program with job performance)

critical path

minimum time to complete all the tasks with discrete tasks

Hinderances of communication

miscommunications, censored feedback and poor listening

revenue

money company earns from goods or services

mode

most frequently occurring

emotional bias

mostly effects level 1 (reaction) feedback like or dislike for facilitator to impact their reviews.

Biggest challenge in working with SME

motivation: excited or is this a distraction from "real" work Compensate, give their work exposure, link to SME advancement, establish a formal relationship

Adaptors

movements to fulfill a personal need (e.g, fidgeting, yawning)

covariates

multiple indpendent variables

multirater feedback

multiple people (e.g.,360). May be used when: manager judgment/experience weak shortage of identified talent org culture of structured programs

Adult Learning principles

need to know why they are learning something use their own experiences want to be responsible for their education decisions need to be ready to learn want to be able to immediately apply learning are more motivated to learn (BUT IT IS CULTURE BLIND as it does not account for cultures where teacher is primary source of knowledge)

Tips for videoconf

no white or black or red wear pastels, no small stripes no flashy jewelry or loud jewelry use camera to test in advance

What hinders the flow of info between sender and recieve rin communications theory?

noise, environment, info, message, source, receiver and feedback.

insufficient sample size

not illustrative enough

hard tech capabilities

number & type of computers, tablets, mobile devices

nominal data

numbers or variable used to classify a system (e.g., phone or jersey number). not recommended bc there cna be multiple modes (multimodal) lowest type of data to provide classification of categories (e.g., which type of benefit is most important to you? 1) health, 2) vacation...) mutually exclusive and exhaustive (E.g., eye color, gender, preference between a, b, c) THE ONLY STAT ONE CAN USE FOR NOMINAL DATA IS MODE (selected most frequently)

Modules should include

objectives knowledge content to complete task task content practice activities assesment mechanism timing and breaks best way to complete objectives class/group sizes simulation of job conditions amount of material to include

normal distribution

observations pile up around a signle value instead of spreading evenly across a range of values a bell curve illustrates a normal distro (the highest point is the mean and it's widest points are the standard deviation from the mean

cross-cultural

of or relating to cultures or comparsion between them

examples of hard data

output increases time savings quality improvement error rate cost savings

audio

one way or recorded sound

broadcast channels

one-way communication

find opportunities to demonstrate power of social medi

online colloabration to solve a challenge

electronic performance support system

online platform that goes along with online learning for help to help complete a task with minimal live support exmaples: database, calculators/wizards, decision-support modules, embedded tutorials or simulations

open v. closed questions

open: stimulate discussion. encourage you to draw in other expereinces. closed: test for understadnging or test consensus.

structured training deliver

opener bridge body close

biggest barrier to tech adoption

org culture

Variables when considering Off The Shelf training

org size and # participants frequency of training necessary proprietary content sources for products/services cost for initial development supplier price structure amount & type of ongoing support frequency of content changes supplier experience

dynamic capabilities

org's tech capabilities (number of coputers, devices)

dependent variable

outcome/treatment variable

Conditions that effect frequency distribution

outliers skewness dispersion clusters normal distribution

business norms

pace of business business protocols (Japan, bring a gift, S. Korea shake hands with most senior person, Morocoo, shake hands right to left decision making and neogitiating: 100 percent japanese win-win (v. win-lose) attitude and 33% of spaniards did managing employees and projects: power distance dictates (collectivists favor groups, individualist prefer individual contributions) propensity for risk taking (what is divulged, level and amount of risk; jpanese high risk avoidance and prefer consensus) marketing, sales & distro (malysia considers coupons embarassing; sweepstakes illegal in Islamic countries)

risk analysis

part of project plan -list of risks -how to mitigate or plan for it (contingency planning)

time

particularist countries look for time to develope relationships and suspsicous if it isn't built in iwth tight deadlines US/North Am believe time is money (similar in LatAm cities) tardiness more aceptable in africa where transportation is poor vs. poor planning in US

universalists v. particularists

particularists focus on relationships and that keeps people from breaking laws universalists believe all people should have laws (rules, laws, etc) very mportant for decision making -US UK Canada Europeans are more universalists, while ASia, LatAm are more Particularist

written social media policy "people will say stupid things"

partner with legal and IT LD/HR should help shape policies. focus on working across org silos. educate on effective use as collaborative tool partner with Marketing or Legal on corp comm policies.

Sender-receiver listening model

pass through bias filters (mindset, biases, opinions) of both sender and receiver

evaluative feedback

past focused, grades effectiveness at something

Motivatiom Theory

people will grow and become more connected when they are in the right work environment

issue with social media

perception that knowledge exploration is poor use of time

discovery

pre-trial to get evidence/info to make case

bias

prejudice in favor of or against one thing, person, or group compared with another, usually in a way considered to be unfair. [typically people believe their own views are good/bad, right/wrong/, just/unfair]. if bias colors assupmtion, and something falls out of assumption it's presumed to be an execption rather than their own view point is incorrect.

beyond filters and biases, communications issues from listener include

preoccupation with something else distracted by postive/negative trigger words feel defensive and prepping rebuttal before entire message comes out distracted by speaker's clothes, hair, words feel superior/disrespectful to speaker be impatient or interrput bc has a pressing issues, believes this is a waste of time or suspects message will be unpleasant lacks vocab or nonverbal to understand has impaired hearing phyiscal location discomfort or distance from speaker

Online learning great for

prescribed technical skills various levels of knowledge in audience (thereforee pace) teaching pre-requ materials distance/OTJ/remote locations cost effective ongoing strategy

systems thinking

problem/issue from a holistic approach. how components influence one another. (Peter Senge) -engage whole system in planning, analysis and problem soliving -understand whole system to get to root cause -shifting creates solutions oriented workforce -considering process relationships improves employee relationship

LEAN

process from Toyota. Principles: 1. Specify value from customer perspective. Analyze products, services or people who are wasted. 2. Identify the value stream (all people acoss departments who have a responsibility in creating product/service). Analyze for wasted steps. 3. Ensure product "flows" to customer without interrpution 4. Introduce pull steps to encourage continuous flow where customer pulls as wanted. 5. Continue to remove towards a point of perfection.

succession planning

process of identifying and developing appropriate successors: -ID and analyze critical roles -ID growth/decline on roles -ID potential attrition -ID HiPos -select talent for certain roles -determine SP structure -assess SP structure relative to job/personal requirements -assist with IDPs -encourage management discussions -monitor attrition and candidate progress -fine tune plans

benchmarking may be

process, performance or strategy oriented

internal forces

processes, systems, goal/org changes, culture

readability

properly documented (keep geography in mind)

Openers

provocative statement demonstration illustration of how topic relates to work experience topic related visual thought provoking question

A work in the public domain

published before 1923 or between 1923 and 1963 but not renewed. before Jan 1 1978 without notice of a copyright copyright protection has expired US governemet or officers as part of their duties.

auto calc table

pulls formulas and calculates directly from data entry table. no calculations after template is set. (similar for auto charts)

beyond filters and biases, communications issues from speaker include

relcustant to convey hasn't thought message through misinformed or lying speech difficulties accent lacks vocab to explain or using jargon listener doesn't understand uses nonverbal comm that doesn't match up fails to state WIIFM to listener early on

workflow process

repeatable pattern of business action and processes. process by which a product or service flows from initiation to completion. Info flow, location of assets, relationships of work o flow

job aids are good for

repeatable tasks used infrequently high consequence of error may change in future NOT good for tasks requiring fast reaction time

datawarehouse

repository for top down use

in focus group

representative participants must understand questions willing interviewre trained method to evaluate objectively

job analysis

requirements of the job (via interview, observation, questionnaire, etc.) for a thorough job description competencies are based on what is defined by people doing that job at a high level of proficiency**

gamification or simulation

requires a lot of prep and debriefing to ensure learning objectives are met. good for situations where costly, challenging or hazardous to test in real life.

videoconf

requires links and d

teleconf

requires particular equpitent

correlation analysis

results in statistical direct, inverse or zero correlation ensure it's more than casual

income statemetn

revenue, expenses, profit over specified period revenue- expenses = net income

Presentation prep: audience

role goal experience with subject

LMS benefits to TD

rosters certifications registration/completion reports store templates of info for building curricula

significant

statistically true. not caused by chance errors.

Podcast

series released in episodes, downlaods later avabile on or offline. Mp3 or Ogg Vorbis

religion

set of beliefs that go beyond self and natural world and define existence and behavior

culture

shared behaviors, values, beliefs shaped by language, religion, cuisine, mustic, etc. value society puts on individual/group action, tolerance for uncertainty, risk taking willingness, interacting with teacher/peers

budget client

signature/purse strings. can cancel and is accountable for how it will impact the business

signifier and denotation.

signifier: something they see or hear (the form the sign takes). eg. meow denotation: what its basic or literal meaning is. eg cat the signified is the concept that the signifier connotates. context and culutre are important [e.g., thumbs up is good, means go to surface for divers and also derogatory in some cultures]

ratio data

similar to interval data. absolute zero point e.g., salaries. was 110k last year and 99k this year, so a decrease of 10 percent

LEAN uses metrics and enabling processes to

simplify work, make i easy to understand, accomplish it on time and manage flow efficiently.

motivating characteristics

skill variety task variety task significance autonomy feedback

Job Design

skill variety (wide range of skills aptitudes or knowledge) task identity (steps from beginning to end) task significance (impact within or outside org) autonomy (discretion) feedback (clear direct info about how they performed/completed job)

data mart

smaller repositories for bottoms up analysis (smaller parts of org). can produce data silos.

mentoring

someone more senior with someone more junior

3 tasks for analyzing data

sorting (by group, like location, age, etc) tabulating (extracting data from raw state to something comparable without changing their meaning) comparing raw and summarized

POwer bases

sources of power possessed by individuals in organizations reward (give positive consequences or remove negative) coercive (give out negative or remove positive) legitimate reverent (personality based) expert informational

augmented reality

special viewing glasses. real stuff

social media policy

spell out employee accountability (practice good governance)

stratified sample

splitting into categories (e.g., ages, departments)

calculate standard deviation

spread of the variables from the mean. if all the values of the set are the same, the standard deviation is zero. it can be greatly impacted if the mean gives a poor measure of central tendency

Linear responsibility matrix

spreadsheet tool to detail roles

correlation coefficient

stat between -1. and +1 that describes the strength of the relationship between two variables. coeff of +1 is a perfect positive relationship (e.g., temperature and sale of cold drinks) -1 is a perfect negative/inverse relationship. as temp drops heat increases

plaintiff

suit filer

facilitation of inclusion

sum is whole of parts

complex system

sum of its part. break it down but hard to understand it individually. made up of a limitied number of repeating patterns. (in an org that's actions, attitudes) cause/effect are never simple aperiodic: never reapeat in the same way change comes from chaos: systems resist change as long as they can, but change builds pressure on system. ultimately system either it reinvents itself or disintegrates based on disruptive force future cannot be predicted

TD professionals and data

summarize where possible decide what the data mean relate data to data where possible determine relationships if they come from multiple sources identify examples that will enhance the story

Benefit-Cost Ratio

summarizes overall monetary impact of a solution/proposal BCR = totalbenefits/totalcosts (if BCR is below 1.00 (e.g., .85) then it's not getting to 1:1 ratio [BCR calucalted after implementation] 'For every dollar invested, it yielded...' If it's 1 BCR, it's 0% ROI. If 2 BCR it's 100% ROI because for every dollar you put in you get 2 back. 98% ROI is still a gain. You get 1.98 on each dollar. ROI = Benefits-Costs/Program Costs x 100 (to yield a percentage) [ROI may be forecasted in advance of results] For every dollar you invest, you will likely get...'

career profile

summary statment that highlights work history and prsonality

external relationship scan

suppliers, customers, competitors, communitieis, charities

Enabling objectives

supporting objecives you must master to attain terminal objective

capturing HR data

surveys, questionnaires, focus groups, HRIS, post-class feedback

null hypothesis

suspect no differnce between control and treatment group

Classroom learning best for

synchronous learning interaction/collaboration/experimentation subject lends it self better live more traditional, rquires less tech skill/barrier to participate facilitated

strategic planning

systematically organizing the future of the organization

social bookmarking

tag apps and sites for returning to later but no keywords, and may be corrupt later, sucesiptble to mistagging

knowledge mapping is used to

take inventory of what's documented survey what is in info systems identify employee external info sources (E.g., specific websites) shows repositories and knowledge flow to/from

talent management analytics

talent data that are used and reviewed to improve business performance, such as predicting turnover, business impact of leadership development programs, effectiveness of onboarding programs to improve time to performance, and many others.

coaching programs

targeted development needs for succession planning.

WBS (work breakdown structure)

task at top, trickledown subtasks underneath

job aids are ideal for

tasks done infrequrently complex, multistep tasks high consequence tasks high probility of change in future (e.g. tech, policy, equiptment)

Integrating an LSS with an existing system may cause

tech compatibility issues

3 strategies when communicating change

tell them in advance give them enough info ensure messages correspond with actions

Emotional Intelligence

the ability to reason about emotions and to use emotions to enhance reasoning (intrpaersonal knowls themselves) (interpersonal knows others)

motivation

the desire to put forth work on a job

(cultural) diversity

the existence of a variety of cultural or ethnic groups within a society.

median

the middle of the distribution (e.g., a median is smack dab in the middle of a road) Rank order small to largest. Divide sum by 2 to find the middle number.

semiotics

the study or science of signs (verbal and nonverbal) meaning and how that's created

chaos theory

theory how simple systems can generate complex behavior. how order emerges from chaos. while the universe is complex, if you break it down you can undersatnd what patterns exist to begin to be more predictable.

Regulatory industry licenses

training managers may be required to hold classes for licensing and cert requirements. as well as track compliance and expiration.

social learnings helps

transfer information speed OTJ learning enhance business performance

Hargrove (aligned with Senge and Argyis)

transformational learning (like single and multiloop learning) single loop is learning skills necessary for incremental change e.g., how to organize; double loop is fundamental change in thinking patterns or behaviors (reframing context) e.g., learning and practicing new organizational system; triple loop shift in how they view themselves and willingly alter their beliefs about the world (transformational act) e.g., becoming inspirational leader.

goal of instruction

transfre knowledge, skill or attitude reqires interruption of work content and objectives define learning

Cultural delivery challenges

translation linguistic accent nuance

leadership development

typically it's own line item bc linked to business strategy. has 3 key tenets: -each person responsibile for their own development -execs are responsible for guiding and supporting development of their employees -org is responsible for growth opptys for everyone

outlier

typically unusally large or small. dispersed far from mean. can indicate extreme behavior, but can skew mean.

gestures

understand their cultural meaning and whether they can be interpreted incorrectly (e.g, thumbs up, hand wave, finger up, crossing legs, eye contac)

confounding variable

unknown or uncontrollable variable (independent varaible that was not recognized in advance or controlled for)

Microsharing tools

update one another in short bursts of text (e.g., Yammer (internal), slack or Twitter (external)

Web 2.0

use of internet and web design to enhance info sharing and collaboration through concepts like social networking, wikis and blogs.

Web

uses HTTP protocol to share. Uses HTML (hypertext markup language). revolutionzed info sharing worldwide. can provide text and other links to tech.

Learning analytics

uses data from learners to tailor their expeirence.

check for understaing by

using closed questions (facts, info)

organizational development

using planned initiatives to develop systems, structures, and process organization to improve effectiveness.

Manager Activities

vision direction for training motivating people to reach org goals planning & budgeting appropriately supervising staff aligning people with departmental gaosl controlling issues and solving problems assessing needs acting as internal consultants

effect size

way of quantifying the size of difference of relationship between two groups. (difference between treatment and control groups).

webconf

webinars/webconf large audiences webcasts allow q and a lots of presentation styles

barrier to social media: culture

weve not done it that way watch generational issues. pilot. show impact. start with simple rules on what how to communicate and create info. should be easy to classify info start small: e.g., slack or something for microsharing

Talks too often

what does anyone else think about this point? let's make sure everyone has a chance to answer Speak with them "you made some great points. did you notice that you contributed after each contribution. meant fewer people spoke. what might you to do help ensure everyone ahas a voice?'

tacit knowledge

what employees know. can only be accessed by people who know it exists.

Project Scope

what should perfromance look like what operational results who are key stakeholders

Copyright 1976

whether it's fair use depends on intended purpose nature of the work portion used effect on market value

When considering learning tech...

whether tech is the right way to meet goal authoring tool learning curve cost integration with other systems assuming learners can use tech-based systems compatibitily with LMS or portal tech configurations

synchronous collaboration examples

whiteboards, screen sharing, video, chat tools, online polling, file transfer, discussion boards watch SME, record it, tag it.

gantt charts

work breakdown and sequencing

examples of sof tdata

work habits work climate attitudes skills advancement initiative