A New Social Network and E-commerce Ties Together - Classified Ad

A New Social Network and E-commerce Ties Together - Classified Ad

Running a Design Business: Designer-Client Agreements

Running a Design Business: Designer-Client Agreements

Announcing Wikispaces Classroom

Announcing Wikispaces Classroom

If you are an instructional designer working on a budget or teacher looking for a free K-12 asynchronous VLE, Wikispaces is here and I am going to try it!

A7 Personal Development Plan

A Definitive Case for Employee Professional Development

A7:  My Personal Development Plan


Mission:  To prepare myself as a highly skilled professional to assume a role and position in teaching, research, educational leadership, or human development.

Formal education.  

As a Master’s degree student of Instructional Design and Technology Performance Improvement, I plan to continue my education forward after graduation to include the online certificate in the same field.  I had previously earned eighteen semester graduate hours in educational leadership before entering the Walden program for instructional design and technology.  My personal development plan includes moving home to Chicago, IL next year so I can enroll in the Principalship Program at Chicago Public Schools. Some of the criteria I need to development as a principal are as follows:  

• Develop and articulate belief system through voice and actions
•  Engage and develop faculty
•  Assess the quality of classroom instruction
• Facilitate and motivate change
• Balance management

I have gained most of the benchmarks necessary for the principalship as a Walden University, Saint Mary’s University, Governors State and Chicago State University student/graduate.  Therefore, I will not try to attempt to attend a formal learning institution outside of getting my online teaching credits.  According to Noe, 2010, Formal Education include on-site and off-site programs.  My future goal is to become an excellent educator/trainer/instructional designer to help others do well.
 

ASTD Membership and CPLP Certification

I will become a member of American Society of Training and Development in about a month from now.  After that, I will obtain my Performance Improvement Certification with their assistance.  I took the practice test and noticed everything I learned at Walden University is on that test.  Hence, I do not see any problems with that. 

Job experiences.  

As for job experiences, I have done just about everything:  Farming, sales clerk, file clerk, typist, proofreader, training specialist, detention specialist, residential counselor, home healthcare, K-12 teacher and English coordinator.  Now, I want to move to help others develop themselves in careers of their choice with the credentials I have obtain via my education and development on the job as well as through formal education.

According to Noe, 2010, “Most employee development occurs through job experiences; job experiences refer to relationships, problems, demands, tasks, or other features that employees face in their jobs” (p. 364).  I have attended many professional development workshops under every imaginable topic related to education, detention, and counseling; I hope that trend continues because life is a constant change and technology definitely change all the time. I will apply all my training, development, and experiences to wherever opportunities lead me.  I am a people person so interpersonal relationships, I want to consistently change according to new environment I encounter.  I am ready to transfer my training to a job that fulfills my mission.

Interpersonal Relationships.  

Noe 2010 says, “Employee can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizational member;” mentoring and coaching are two types of interpersonal relationships used to develop employees” (p. 371).  I hope to find a mentor that will help me understand the new culture of CPS or Citywide Colleges of Chicago.      

References

ASDT. (2013). Start Preparing for Your CPLP Certification.  Retrieved from http://www.astd.org/Certification/CPLP-Prep.

CPS. (n.d.).  Building a Career to the Principalship in the Chicago Public Schools.  Retrieved from http://www.oppdcps.com/downloads/Development_Guide.pdf.

Managementstudyguide.com. (2008 – 2013).  Interpersonal relationships.  Retrieved from http://www.managementstudyguide.com/interpersonal-relationship.htm.

Noe, R. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.

A6 High-Tech Training

High – Tech Training

This week I am tasked to consider and select four technologies and the impact they are having and will continue to have in training and development environments.  Moreover, I am to conduct online research to find an additional article that highlights the use of technology for teaching or training purposes.   

Technology	Impact	Implications	Examples
Delivery Mechanisms:  (Smartphones, Online, iPods, iPads,  LMSs, Laptops, CD-ROMs, Simulations, Websites) Smartphone iPod iPad Cellular Phone	“Mobile phones are now an integral part of society and the workplace” (Ahmad & Orton, 2010). Mobile technology allows learning to occur anywhere at anytime…mobile technology consist of “Wireless transmission systems such as Wi-Fi and Bluetooth that allow transmission of data without the need for physical connections between devices or between a device and an internet connection.” Mobile devices such as personal digital assistants (PDAs), MP3 players, portable computers, iPods, global positioning system (GPS) devices, and radio frequency identification chips (RFID)—are used for tracking customers, employees, and property—seen in the trucking and cargo train industries, for example. “PDAs MP3 players, portable computers, and iPods are just starting to be used for training, for needs analysis, or as job aids that employees can access on an as needed basis.  Employees can be connected to communities of learning, and employees are provided the ability to learn at their own pace by reviewing material or skipping over content they know.  The typical users fro mobile learning include employees who spend most of their time traveling—visiting customers, clients, or various company locatons (such as sales people, security officers, executive, or inspectors)—and have limited time available to spend in traditional training activities or e-learning” (Noe, 2010, p. 323). Software applications related to processing audio files, word processing, spreadsheets, internet, e-mail, and instant messaging” Noe, 2010, p. 322).	As companies’ continue to find various uses for technology in providing training solutions, they will continue research and analysis to determine how best to utilize technology to help drive employee performance improvement and now to keep a competitive edge over the competition. The IBM study proves analysis through research can help shift technological mobile learning focus from delivering formal learning modules to creating just-in-time performance support systems based on employee preferences and usages of mobile mechanisms. Moreover, based on those studies, IBM is currently in the process of building newer systems for their executive sellers that will provide, via mobile phones, reference checklists of critical information that is useful when preparing for client meetings (Ahmad & Orton, 2010).	Life after smartphones—what's next? | Fox News iPad: Pictures, Videos, Breaking News
Simulations  Cockpit Simulator Interactive Whiteboard Clicker Response Unit	“Advances in learning theory continue to provide insights into how adults learn and how training can be organized most effectively” (APQC, 2013). “Simulations and virtual reality can create a more realistic training environment, which makes the material more meaningful and increase the probability that training will transfer to the job” (Noe, 2010, p. 337).  This technology appeals to multiple senses and allow employees to pace themselves, receive feedback and reinforcement, and find information from experts on an as-needed basis.	“Most new technology training methods are superior to traditional methods because a positive learning environment can be built into the method.  Furthermore, more companies are investing in learning management systems, which provide training administration, delivery, and support” Noe, 2010, p. 337).	Skills2Learn - E-learning, 3D Virtual Reality Game Simulation & Assessments SMART Board 685ix interactive whiteboard system - SMART Technologies Interactive Whiteboards Interactive Clicker Systems
Online Learning or e-Learning (Online and Hybrid  Classes) (Virtual Classrooms) Wi Fi Hotspots USB – Wi-Fi Laptop Computer Desktop Computer	Noe (2010) states, “Online or e-learning is instruction and delivery of training that refers to training by computer online through the Internet or the Web. Online learning includes Web-based training, distance learning, and virtual classrooms, which may also involve CD-ROM.” Additionally, e-Learning is a “comprehensive training strategy that can include several multimedia training techniques while emphasizing learning through interaction with training content, sharing with other trainees, and using internet resources” Noe, 2010, pp. 296 – 297). Besides being delivered via the Internet, online learning can also be delivered through workplace intranet. Online learning provides an interactive engaging learning experience. Online learning is developed by instructional designers working alongside subject matter experts Supported and endorsed by professional bodies Designed to support facilitators in the virtual classroom and students at home working asynchronously at their own pace Online learning reduces material and consumable costs	Online learning will continue evolving and growing onward as many organizations need self-produced effective, efficient, good, cheap training programs installed that improves quality in services, processes, and procedures until the next technological invention need apply.   Communication tools displayed here will continue to evolve.  When?  I do not have a clue, but with evolution, many organizations will eventually aspire training programs that boost student knowledge, skills, retention, and transfer from what has been learned onto the work site via computerized tools that administrate, instruct, and track online distance learning efforts in our global marketplace.      Futuristically speaking, trends point toward relevance, readiness, effectiveness, efficiency, and cost savings of training programs before organizations recognize, accept, and implement “training organization improvement structures” at their organizations.   A recent Williams and Arnett (n.d.) research study, conducted in collaboration with (APQC) American Productivity and Quality Center, suggest organizations now beginning to look deeply into comparative research studies with other organizations to inform their competition strategies; thus, providing themselves insights before adopting the ideal training organization structure, resource allocations, and training methods.   The report suggest, although organizations face financial straits in today’s global economy, they will concede investment in employee development and training as it is more beneficial in these times than aught.   Employee training and development is indeed a two-way propositional opportunity: A well-trained work force helps increase organizational executive/managerial perpetual succession needs, quality, profitability, maintenance, and sustainability.	Skills2Learn - E-learning, 3D Virtual Reality Game Simulation & Assessments. SMART Board 685ix interactive whiteboard system - SMART Technologies.
(LMS) Learning Management Systems Blackboard LMS Coursesites by Blackboard Moodle LMS	LMS technology touts the multimedia method.  As a technology platform, it is used to automate the administration, development and delivery of all of a company’s training programs, LMSs have provided employees, managers, and trainers with the ability to manage, deliver, and track learning activities (Noe, 2010, p. 337). New developments in LMSs include providing users the ability to: Simultaneously search the database, as well as their company’s intranet, for information on training courses Contact experts who are identified by the company as topic experts Enroll in all course related to a certification or particular training topic at one time Use simulations to determine whether employees are complying with ethical standards and skills they have been trained in using by the LMS” (Noe, 2010, pp. 331 – 332).	“Cultural readiness assessments help determine an organization’s ability to embrace new learning strategies and the extent organizational change efforts are needed during    implementation.  Often LMS implementation projects address all of the technical aspects adequately but overlook political, cultural, and practical implications” (Kaleta & Joosten, 2007). Critical success factors related to developing, training and counseling employees indicate the following factors to be true:   “A strong focus on employee development Flexibility in assignments and/or projects  Using technology to track training Using employee training programs as catalysts for cultural change (e.g., to reinforce the organizational vision, mission, values, and corporate strategies) Leveraging hands-on, on-the-job training Tying training and development interventions to assessments, performance and individual development plans A focus on leadership development through succession planning and managerial development programs Tying the succession planning program to business areas and organizational leadership Leveraging in-house technical resources for employee training and development” (Williams, Arnett, and APQC, n.d.). Trend towards online or E learning is escalating as companies expand their operations abroad by taking advantage of opportunities in the new global economy.	Resources for Procuring the “Right” LMS It's 'Game On' for Training in Virtual Worlds Featured Article - Workforce.com

References

Ahmad, N., & Orton, P. (2010). Smartphones make IBM smarter, but not as expected. Training and Development, 64(1), 46–50.

APQC. (1994 – 2013). Develop, Train, and Counsel employees.  Retrieved from http://www.apqc.org/develop-train-and-counsel-employees.

It's 'Game On' for Training in Virtual Worlds | Featured Article - Workforce.com. (n.d.). 

http://www.workforce.com/article/20100607/NEWS02/306079992/its-game-on-for-training-in-virtual-worlds#.UWsQ-SFGfAE.blogger.

Kaleta, R., and Joosten, T. (2007, May 8).  Student response systems:  A university of Wisconsin system study of clickers.  Retrieved from EDUCAUSE Center for Applied Research:  http://static.fdi.vt.edu/Archive/content/instructional_content/2008/fall/clickers/Clickers-UWM-study.pdf.

Noe, R. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.

Resources for Procuring the “Right” Learning Management System. (n.d.).  Retrieved from http://www.opm.gov/policy-data-oversight/training-and-development/reference-materials/procuring_lms.pdf.

Williams, R., Arnett, L., and (APQC) American Productivity and Quality Center, n.d.). The ROI of Employee Training and Development:  Why a hearty investment in employee training and development is so important.  Retrieved from http://www.workforce.com/assets/tools/features/roi_employeetraining.pdf.

My Strategies For Planning A Needs Assessment

  Needs Assessment Company: Steelcase Inc. (www.steelcase.com)

Company's Historical Description

This week's blog deals with Steelcase Inc.

Steelcase is a multinational company with headquarters in Grand Rapids, Michigan. This company touts over 50 more locations within the United States, Mexico, Europe, Asia, Africa, and Australia. As I browsed around Steelcase's website, I learned the company was founded in 1912 by a few people with a strong commitment to integrity and doing the right thing for their customers, employees, business partners, associates and neighbors (American Business Interiors, n.d.).

Today the company's president and CEO is Jim Hackett, who has been with the company for thirty-one 31 years. The company has "transformed itself from traditional manufacturer to an industry innovator, known as much for the insights behind its furniture as for the products themselves" (Steelcase, n.d.). According to the company's website that claims, "Through research, insights and multiple brands, we have been able to extend our clients to include most of the Fortune 500, leading healthcare organizations, universities and government agencies;" therefore, from what I can tell, Steelcase produces ergonomic office furnishings designed through research of real workplace environments that promotes wellness to their customers. The results have catapulted Steelcase's innovative product lines of high-tech and high-end office furnishings into one of the most lucrative companies in the industry.

Products and Services

This company sells high-end, high-tech, high performance wellness furniture that tap into the following markets: anywhere and everywhere working and learning is taking place that need to maximize space, employee wellness, performance, effectiveness, and efficiency. "The Steelcase Inc. family of brands includes Steelcase, Coalesse, Designtex, Details, Nurture, PolyVision, Turnstone, eno family, interactive whiteboards, Verb Instructor Stations, walkstations, and workstations" Steelcase, n.d.).

Steelcase's Mission & Core Principles

Noe (2010) suggest researching and examining the company's mission, vision, values, and goals as a first step and that will determine the strategy an ID will use. Noe goes on to explain what mission statements address, "what the company does, customers served, why the company exists, or the values received by the customer" (p. 59).

The second step involves doing a SWOT Analysis (strengths, weaknesses, opportunities, threats). Simply stated, it means the (ID) instructional designer analyzes the company's operating environment (e.g., product, markets, new technologies) in order to identify opportunities and threats as well as, an internal analysis of the company's strengths and weaknesses that includes people, technology, and financial resources."

President and CEO, Jim Hackett, reports, "We are introduced to the core principles that drive and sustain our objectives for over its 100 years' existence—serving people. According to Hackett, "Helping organizations achieve a higher level of performance by creating places that unlock the promise of their people…find things that will make people happier, and ideas that help make the world a better place" are the rich attitudes embedded and cultivated in Steelcase's culture that all customers receive regardless their background:

"Act with integrity

Tell the truth

Keep commitments

Treat people with dignity and respect

Promote positive relationships

Protect the environment

Excel" (Steelcase, n.d.).

The mantra articulated throughout Steelcase concerns their global perspective that comes directly from the head CEO, saying, "Understanding local culture is vital to using space as a key strategic tool for global organizations…"All politics is local," as the saying goes...So too with business: if you're going to operate outside your backyard, there's no substitute for knowledge of the local culture, work processes, and workplaces." That is such a true statement, as I had set up a business in Ibadan, Nigeria, that belief holds true to all business aspirations.

Steelcase says they are "conducting extensive research on different cultures and their ramifications for the workplace in eleven countries: China, France, Germany, India, Italy, Morocco, The Netherlands, Russia, Spain, United Kingdom, and the United States.

What stakeholders would you want to make sure to get buy-in from?

In that, Steelcase delivers products and services through a network of independent dealers in over 650 locations globally, I would need to get buy-in from the following stakeholders:


• CEO

• Managing directors/independent dealers/end users

• Supervisors

• Trainers

• Customers

• Designers

• Engineers

• Graphic artists

• Developers

• Installers

• Audiovisual technologist

What questions would you ask (and to whom would you address them) during the organizational, person, and task analysis phases?

Noe, 2010 says, "The first step in the instructional design process involves conducting a proper needs assessment." There are three types of analysis involved in the needs assessment and the causes and outcomes resulting from the needs assessment show "pressure points" that suggest training is necessary. "Pressure points include performance problems, new technology, internal or external customer requests for training, job redesign, new legislation, changes in customer preferences, new products, or employees' lack of basic skills" (p. 104). In order to confirm training is really needed, we examine three elemental causes and outcomes listed below:

1. Organizational Analysis

Noe (2010) states, "It is important to consider the organizational business strategy, its resources available for training, and support by managers, peers for training activities. (p. 103). Conducting organizational analysis to determine the appropriateness of training I selected questions that will be directed to organizational leaders, mid-level managers, and trainers. Noe states that if a company decides to purchase a training program from a consultant or vendor rather than build the program in-house , it is important to choose a high-quality provider (p. 112).

Ask the following questions:
 
i. How does training support the strategic needs of Steelcase Inc.?

ii. What resources are allocated for training?

iii. How do employees perceive training in your organization?

iv. Considering the size of your organization, how would training improve employee workplace   performances?


2. Person Analysis

Noe (2010) states this, "Helps to identify employees who need training that can be determined by pressure points…To determine whether training is needed to solve a performance problem, managers need to analyze characteristics of the performer, input, output, consequences, and feedback. 

Performance problems 
Changes in job 
Use of new technology 
Person characteristics:

i. Basic skills

ii. Cognitive ability

iii. Reading level

iv. Self-efficacy

v. Motivation to learn

vi. Awareness of training needs, career interest, goals.


Ask the following questions:

i. What are your strengths and weaknesses in getting your job done?

ii. Do you feel that your performance now satisfy your job expectation?

iii. How can organizational training assist in your job performance?


3. Task Analysis--a task analysis involves four steps:
 
1. Select the job or jobs to be analyzed

2. Develop a preliminary list of tasks performed on the job

i. Interviewing and observing expert employees and their managers

ii. Talking with others who have performed a task analysis.

3. Validate and confirm the preliminary list of tasks. This step involves having a group of SMEs answer in a meeting or on a written survey several questions regarding the tasks.

Ask the following questions:

i. How frequently is the task performed?

ii. How much time is spent performing the task?

iii. How important or critical is the task for successful performance of the job?

iv. How difficult is the task to learn? v. Is performance of the task expected of entry-level employees?

4. Once tasks are identified, it is important to identify the knowledge, skills or abilities necessary to successfully perform each task. This information is collected through interviews and questionnaires. Through examining causes and outcomes, we can ascertain where needs assessments are most beneficial, not only to identify outcomes that show the causes, but also to provide important input into most of the remaining steps in the training design process (Noe, 2010). Noe (2010) states the order of the three elements does not matter for conducting a proper needs assessment.

What documents or records might you ask to see?

Documents to examine would come from historical and current research studies. Interviews and focus group studies with SMEs (Subject Matter Experts) by asking SMEs to complete questionnaires designed to identify tasks and knowledge, skills abilities, and other characteristics required for a job (Noe, 2010).

I would also need to collect mission statements of the specific department/unit to identify their purpose and interconnectedness to the overall functioning of the organization to authenticate gaps in performance that will further help me develop the needs assessment. Depending on the purpose of the needs assessment, I would gather competency studies and former project checklists to identify relevant tasks. If training the trainer were the performance problem, then I would conduct an observation of new and experienced instructors to identify strengths and weaknesses of instructors' presentations (person analysis).

I would also interview instructors and non-instructors in order to validate the information gathered through the written documentation and surveys. Another area of review would come from the engineering design and technical writing departments relevant to product features for end-users if the problem relates to customer satisfaction rates.

What techniques would you employ and why?

In order to conduct the needs assessment information need be readily available on the company's database or on file at the site. Observations would constitute an accurate unbiased approach to generate data relevant to work environment (Noe, 2010, p. 108). Moreover, questionnaires are inexpensive, I could collect data from a large number of persons, and data could be quickly and easily summarized and interpreted. I would consider designing an online anonymous survey because most trainees are afraid of retribution if they think their employer will know what they report. Another approach I would employ for this particular company is documentation (Technical Manuals, records because it is a good sources of information on procedure, objective, good source to inform for new jobs and jobs in the process of being created.

References

Noe, R. A. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.

Steelcase. (n.d.). Retrieved from http://www.steelcase.com/en/Company/Careers/Pages/Careers.aspx.

Steelcase. (n.d.). Retrieved from http://360.steelcase.com/articles/qa-with-jim-hackett-2/.

Elevator Speech





Hello, my name is Trevae Oloye. 

Can I have a little of your time? 

I would like to talk about performance improvement in your business. Did you know training is very important in today's global economy? Stolovitch says, “70% of your cost is work place related.  Fortune 500 companies they get it.  Right now, they have cultures of training and learning that are improving their bottom lines.

Delivering desirable work place outcomes?

That’s no problem!  That is what I do.  I collect general facts related to services, goods, and procedural problems in your business.  I apply effective scientific research that help define and informs the approach I use to solve your problem. Then, I apply effective engineering improvement techniques.  From that, I am able to find what the real causes are in your business. 

Oh, did I mention the baseline records you get for future improvement? 

By investing training in your employees, you prove their worth, and they are happy.  That in itself makes significant savings because you get more output from them.  I can show you how you can save money right now, right away.

Thank you



Reference

Noe, R. A. (2010). Employee training and development (5th ed.). New, NY: McGraw Hill.

Performance Improvement: EDIT 6501 - 2

Hello classmates of EDIT 6501 and visitors to my blog.  I look forward to blogging with you all during and well after this course.  Happy Blogging