The object of this assignment was to develop a PowerPoint presentation to our boss championing for an employee development plan.
Learning the World of Instructional Design-
19 Jun 2011 1 Comment
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The object of this assignment was to develop a PowerPoint presentation to our boss championing for an employee development plan.
19 Jun 2011 1 Comment
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Individual development plans are great tools that are designed to help achieve developmental goals. According to Noe (2010, pg. 347), “development helps prepare employees for other positions in the company and increases the ability to move into jobs that may not yet exist.” This personal development plan focuses on four goals which I would like to achieve within the next year in my current position in my company.
Resource Needed for Development –
Rationale –
Actions to Obtain Goal –
Timeframe for Goal Attainment –
Resource Needed for Development –
Rationale –
Actions to Obtain Goal –
Timeframe for Goal Attainment –
Resource Needed for Development –
Rationale –
Actions to Obtain Goal –
Timeframe for Goal Attainment –
Resource Needed for Development –
Rationale –
Actions to Obtain Goal –
Timeframe for Goal Attainment –
Business Dictionary. (n.d.). Job Rotation. Retrieved on June 19, 2011, at http://www.businessdictionary.com/definition/job-rotation.html.
Jilani. (2011). Difference Between Job Enlargement and Job Enrichment. Retrieved on June 19, 2011, at http://www.differencebetween.net/business/difference-between-job-enlargement-and-job-enrichment/.
Laureate Education, Inc. (Producer). (n.d.). Employee Development [Multimedia]. Training and Development. Retrieved from Week seven resources.
Noe, R. A. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.
10 Jun 2011 3 Comments
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It has been said that we tend to write what we know most about. My entire adult life has been spent in the military and I tend to gravitate towards technologies and advancements that impact the military. My job involves designing training for the military community, so I am interested in the latest technologies being used to conduct their training. This week’s assignment involved selecting five technologies or technological advancements which impacts training and the transfer of learning. My blog will focus on how these technologies have impacted training for the military. Noe (2010, pg. 298) states that “technology allows digital collaboration to occur.” What is amazing about digital collaboration, is that it allows employees to use technology to “enhance and extend” their ability to work or train, regardless of geographical location.
According to an article on the website Big Cell Shop (2010), “the U.S. Army plans to issue smartphones to soldiers as part of their standard equipment, in an effort to integrate smartphones into the military experience and revolutionize the way the service trains and fights. The military-issued devices, which are part of an Army program, called “Connecting Soldiers to Digital Applications,” or CSDA, aims to bring technology to the battlefield and training ground.” Due to the burden of multiple deployments to Afghanistan and Iraq, the implementation of smartphones will impact a Soldier’s availability to training, information, and collaboration among peers. GPS and RFID technologies are logistical necessities when preparing for deployments. According to Tom Kaneshige (2010), “last year the U.S. military doled out the iPod Touch to Soldiers in order for them to stay electronically linked to other troops, as well as have cultural and language information at their fingertips. The voice-to-voice translation app developer Jibbigo came out with a version of its iPhone app—a translator for an Iraqi dialect of Arabic—to help soldiers in these efforts.
According to Pursel (2008), “the combination of virtual worlds and online gaming approaches to e-learning could lead to monumental advances in online education and large scale training. The opportunity to innovate the entire field of e-learning is limited only be designer’s and developer’s creativity. Now instead of just getting an email from the instructor, you could actually come to a virtual classroom, a synchronous, graphical environment, interact with your instructor in a meaningful way, as well as interact with other students.” ASTD’s 2002 Industry Report claims that organizations have “budgeted $54 billion dollars for training in the United States alone, focusing on e-learning.” This type of learning not only will impact individuals at the student level, but also professionals in the workforce (Pursel, 2008). According to Brewin (2010), “the Army wants to develop a massive virtual world populated by 10,000 avatars that are managed by artificial intelligence and operate over a 32-mile square simulated landscape.”
http://www.rt-immersive.com/SMP/StrobeMediaPlayback.swf
According to Givens (2011), “The Dismounted Soldier Training System will use CryEngine 3 to create a fully immersive, photorealistic graphics simulation that enables Soldiers to virtually interact with their physical environment, using combat equipment such as weapons, scopes and munitions. They will use natural motions just as they would in a live environment to perform complex motions, whether that is leaning around an obstacle, or arm and hand signals to communicate with others. An immersive 360 degree surround sound field is provided by the system to totally envelop the Soldier, creating dynamic sounds that automatically react to distance, time of-day or ambient noise. Even the sound of munitions will be accurate, matching the sounds of impacts with specific materials, allowing the identification of sound sources, down to the type of weapon. Better yet, full support for showing human expressions such as fear, anger and aggression will be included, counteracting the often negative effect of blank expressionless faces.” According to Intelligence Decisions, Inc. (2011), “the system reduces the traditional expenses associated with large instruction facilities where travel and location maintenance are required. In addition, Dismounted Soldier meets the latest in training needs of today’s leaders and their Soldiers by increasing productivity and shortening conventional content and scenario development time.”
According to Noe (2010, pg. 331), learning management systems easily automates the “administration, development, and delivery of all of a company’s training programs.”
The Army Learning Management System (ALMS) is the heart of the Army’s Distributed Learning System. The ALMS will streamline, consolidate, and provide overall direction to the Army’s training processes. The ALMS will manage a student’s training activities from initial entry into the military, and continue throughout his or her career. The ALMS will also provide course and training resource management, scheduling and registration functions, courseware distribution and storage, and learning collaboration. Learning management systems will impact companies because they provide the “centralized management of learning activities, track regulatory compliance, measure training usage, and measure employee performance.” The will also help businesses determine how training dollars are spent and determine their return on investment (Noe, 2010, pg. 332).
Videoconferencing allows trainers to teach people who are geographically separated through the use of a company’s intranet. With intranet videoconferencing, a single instructor can teach a live class, with people across the intranet and the country following along on their computers via a desktop-to-desktop videoconferencing program like CU-See-Me. When utilizing the CU-See-Me program, participants can be seen, heard, and encouraged to interact with the instructor and fellow students. Videoconferencing technology has impacted foreign language distance learning programs. According to Guichon (2010, pg. 17), “because distance videoconferencing affords synchronous online communication, the medium seems especially adapted to the development of oral skills (listening comprehension and speaking) and can therefore provide speaking practice, the lack of which most distant learners deplore in computer-assisted language learning (CALL) environments.”
Big Cell Shop. (2010). U.S. Army to Bring Smartphones to Battlefield. Retrieved on June 9, 2011, at http://bigcellshop.com/blog/2010/12/u-s-army-to-bring-smartphones-to-battlefield/.
Guichon, N. (2010). Preparatory study for the design of a desktop videoconferencing platform for synchronous language teaching. Computer Assisted Language Learning, 23(2), 169-182. doi:10.1080/09588221003666255
Givens, R. (2011). Gaming Technology Used in Upcoming US Army Training Simulator. Retrieved on June 9, 2011, at http://www.examiner.com/video-games-in-aurora/gaming-technology-used-upcoming-us-army-training-simulator#ixzz1OmW9ekVw.
Intelligence Decisions. (2011). U.S. Army to Use First-Ever, Fully Immersive Virtual Simulation Training for American Soldiers. Retrieved on June 9, 2011, at http://www.intelligent.net/idweb/company/pressview.cfm?view=108.
Kaneshige, T. (2010). U.S. Military Will Battle Test the iPhone. Retrieved on June 9, 2011, at http://advice.cio.com/tom_kaneshige/14722/u_s_military_will_battle_test_the_iphone.
Noe, R. A. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.
Pursel, B. (2008). The Impact of Virtual Worlds and Online Gaming on Education and Training. Retrieved on June 9, 2011, at http://www.raghu.net/?p=143.
12 May 2011 3 Comments
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Delta’s corporate headquarters is housed in a corporate campus on the northern boundary of Hartsfield-Jackson Atlanta International Airport, within the city limits of Atlanta. Between its mainline operation and subsidiaries, Delta employs approximately 75,000 people. According to the company’s website, “since Delta was founded, our company has stood for safe and reliable air transportation, distinctive customer service and hospitality from the heart. Our vision is for Delta to build on its traditions of superior customer service and always to meet our customer’s expectations while taking service to even higher levels of excellence. Delta is a great company, and we are a leader in the transportation business and related services. We intend to be an even greater company, and will focus our time, attention, and investment on building that leadership. We are dedicated to being the best airline in the eyes of our customers. We will provide value and distinctive products to our customers, a superior return for investors and challenging and rewarding work for Delta people in an environment that respects and values their contributions” (http://www.fundinguniverse.com/company-histories/Delta-Air-Lines-Inc-Company-History.html).
In order for Delta to meet this vision, the training of its employees is essential for providing good customer service. These employees include the pilots, flight attendants, ground crews, air traffic control, and various service personnel. Because factors such as budget, time, and training expertise (Noe, pg. 111) for the training are such influencing factors, stakeholder buy-in is crucial to the success of any training program. If I were designing a training program for Delta, I would be concerned with the following stakeholders: management, team leaders, employees being trained, subject matter experts, and I would also include the customer. According to Noe (pg. 111), “studies have found that peer and manager support for training is critical, along with employee enthusiasm and motivation to attend training.”
Delta offers a Training and Consulting Services that focuses on CPR/AED, flight attendant, pilot, and Delta TechOps training. During the organizational analysis I would ask the management two important questions: 1) How might the training content affect your employee’s relationship with the customer?, and 2) How does this program align with Delta’s strategic needs? The person analysis focuses on the employee being training. Interviews can be conducted to gather answers to the following questions: 1) What common types of performance problems do new hires have?, and 2) What were the biggest problems you encountered as a new flight attendant? What mistakes did you make? What lessons have you learned over time? Team leaders are the greatest source of information about what is wrong with a program. They are at “ground zero,” and are the ones dealing with the problems. Task analysis is time consuming, so they should only be conducted “after the organizational analysis has determined that the company wants to devote time and money for training” (Noe, pg. 124). Information for the task analysis should be collected from the subject-matter experts, managers, and job incumbents (Noe, pg. 126). Task statement questionnaires can be utilized to gather data that determines what “task should be included in the training program” (Noe, pg. 124).
My personal preferences from gathering data are to use methods of observation, focus groups, questionnaires, and documentation. In my opinion, although the employee’s behavior may be affected by being observed, I think that observation “generates data relevant to the work environment.” Questionnaires are inexpensive and allow the designer to collect data “from a large number of people,” and can be summarized easily. I like focus groups because they allow discussion to flow where a one-on-one interview might stump communications. Although they are time consuming, they are “useful with complex or controversial issues that one person may ne unable or unwilling to explore.” Finally, documentation is a “good source of information on procedures.” I feel especially strongly for this method because I experience the difficulties of developing training for customers who do not provide the sufficient amount of technical information needed to develop a quality product (Noe, pg. 108). To me, this is the most important source of information! (Noe, pg. 108).
Overall, the principles and concepts of developing a needs assessment that we discussed was a good review of the information that I learned in my Instructional Design 1 class. The lack of a needs assessment when developing a training program is like steering and boat with no rudder; it can drift along with no direction.
****I have included this video from Delta which highlights its new safety video. By simply redesigning and making safety entertaining, people tend to watch the video more than its predecessor.****
“As part of the rebranding project a safety video featuring a flight attendant premiered on YouTube in early 2008 garnering over 1 million views and the attention of news outlets, specifically for the video’s camp and cheeky tone mixed with the serious safety message.”
Brett, J. (2008). “Deltalina,” a real Delta employee, is loving the safety spotlight. Retrieved on May 12, 2011, at http://www.ajc.com/services/content/business/delta/stories/2008/03/25/deltalina_0325.html.
Noe, R. A. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.
04 May 2011 4 Comments
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Elevator Pitch_HillC (Click Here)
Change is inevitable. We fear it, resist it, and dislike it. In our global economy, however, it is a fact of life. Organizations must change to grow, outpace or outsmart the competition, and improve profits. Your company can begin to evolve into a learning organization by embracing a culture of lifelong learning and enabling your employees to continually acquire and share their knowledge (Noe, 2010, pg. 16).
We spend a lot of our resources to improve our employees’ performance, but how do we know it’s paying off? What if I told you that you that in the next 10 years, 43 percent of the workforce will be eligible for retirement, while the workforce of the next two generations are about 15 percent smaller (Schwartz, 2006). As a strategic training and development initiative that supports your business strategy, I can help you to develop a training plan that will capture and share the knowledge of this retiring generation before they leave the workforce.
In today’s economy and with today’s demographics, a lot of valuable business knowledge is walking out the door every day. The bottom line is that people are your most valuable resource, and a training solution may be the answer. What is your company’s employee turnover rate? The goal of any company should be to develop a strategy for reducing the turnover rate of talented employees. I can help you develop a training plan that will attract and retain talented employees. The labor force will continue to age and the size of the 16-24-year old youth labor force will decrease to its lowest level in over 30 years. Older individuals are living healthier lives and many of them WANT to work and learn new technologies. Studies have found that turnover rates are lower among older workers when compared to employees of other ages. The advantages to hiring older workers are reliability, stronger work ethic, mentorship for your workers, invaluable experience, and willingness to work varying schedules. Training older workers in new and developing technologies will help to solve your turnover rate. (Pitt-Catsouphes and Smyer, 2005).
Let me help you to align the training and development process with your company’s strategic direction.
Pitt-Catsouphes, M and Smyer, M. (2005). Businesses: How are They Preparing for the Aging Workforce? Retrieved on May 4, 2011, at http://agingandwork.bc.edu/documents/IB02_BusinessPreparing.pdf.
Noe, R. A. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.
Schwartz, E. (2006). Filling the void left by baby-boomer techies. Retrieved on May 4, 2011, at http://www.infoworld.com/d/developer-world/filling-void-left-baby-boomer-techies-938.
02 May 2011 6 Comments
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Hi Class,
Welcome to my blog site. I look forward to sharing the exchange of ideas with you within the next couple of months.
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