East Central University hosts Oklahoma Business Week each summer to give 120 high school and college students a one-of-a-kind opportunity to learn about business in a fun, experiential way. Partnerships with business professionals augment student learning and opportunities.
Congratulations! You’ve developed the greatest training program ever. The content is ideally suited to your business problems, the technology works, and the employees seem to like it. There’s only one problem… nobody knows what to do with it when they return to their jobs.
If that’s not a nightmare scenario for a training professional, we don’t know what is!
Ultimately, we need our employees to learn, retain, and then apply what they learn to improve their knowledge and skills and reach higher levels of performance. That’s the goal. But how many times do we fail to see the ROI we expect? How many times do we see well-executed content NOT applied on the job? How many times do we have to go back to the CFO and explain why the ROI we expected never materialized.
Kristi McNabb, Revenue Operations Manager at BizLibrary, will help you discover how and when employees apply learning to improve their job performance, explain the role managers play in helping employees retain training and drive ROI, and help you understand how microlearning can be a great tool to help employees in their moment of need.
During this webinar, Kristi will provide easy-to-understand insights on:
- How to help employees apply their learning and improve job performance
- A manager’s role in employee retention and training ROI
- How microlearning is a great tool for helping employees acquire skills just when they need them
- ... and much more!
Watch the full webinar here: http://webinar.workforce.com/boost-employee-performance-with-microlearning-and-manager-training
This document provides an overview of how to manage people by covering topics like helping people learn and develop, rewarding people, managing change, managing conflict, and handling people problems. Some key points include:
- Promoting learning and development through understanding needs, training, coaching, mentoring, and personal development planning.
- Rewarding people through both financial and non-financial means like pay, benefits, empowerment, and recognition to motivate performance.
- Managing change by understanding resistance, following a process of awareness, analysis, decision, and managing the transition to a new structure.
- Addressing conflict constructively by problem-solving, compromise, or confrontation rather than withdrawal or forcing a win/lose situation
Institutions are facing unprecedented changes, creating a ‘new normal’ for higher education. How can institutions adapt? This SlideShare outlines 3 truths for the new normal, and 9 strategies to cope.
Debbie Craig of Catalyst Consulting provides consulting solutions focused on developing leaders, building organizational capacity, and leveraging talent. Her workshops and programs aim to empower individuals through personal and career development. She discusses the changing nature of work and careers, and the need for new mindsets and skills like learning agility, collaboration and a global mindset. Her program "I am Talent" helps participants understand their strengths, build their personal brand, optimize performance, make career choices and manage transitions. Participants report increased confidence, purpose and commitment after attending.
Create a culture_of_learning_8.16.2017 (002)BizLibrary
Are you creating a learning culture for your employees? We're working in environments today where change is no longer an event but a constantly occurring process.
In order for businesses to maintain a competitive advantage, it's vital for their employees to be continually improving and learning. You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure?
In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives:
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way
The document discusses entrepreneurship and characteristics of entrepreneurs. It defines entrepreneurship as the process of establishing a business while bearing risks. Some key characteristics of entrepreneurs discussed include enjoying challenges, being positive thinkers, and having strong self-belief. The document also provides several definitions of an entrepreneur from different perspectives. It then discusses identifying business opportunities by scanning the external environment, generating ideas, and formulating business concepts.
This document discusses various aspects of entrepreneurship including what entrepreneurship is, the need for entrepreneurship, opportunities to start a business, generating business ideas, screening business opportunities, and formulating a business concept. It defines entrepreneurship as a process of undertaking creative activities that involve bearing risks to establish and run a business. It highlights the importance of entrepreneurship for economic development and job creation. The document also provides various methods and sources for generating new business ideas as well as steps involved in identifying business opportunities.
This document summarizes the findings of a longitudinal evaluation study of a work-based learning (WBL) program for nurses. Interviews with learners, managers, and academic facilitators found that WBL had positive impacts. For learners, it improved clinical practice, developed new skills like problem-solving and reflection, and increased confidence. Managers saw improved quality of care and more focus on patients. Facilitators learned how theory and practice integrate and informed curriculum changes. Key factors for successful WBL included motivated learners, manager support, and acknowledging its complexity.
Congratulations! You’ve developed the greatest training program ever. The content is ideally suited to your business problems, the technology works, and the employees seem to like it. There’s only one problem… nobody knows what to do with it when they return to their jobs.
If that’s not a nightmare scenario for a training professional, we don’t know what is!
Ultimately, we need our employees to learn, retain, and then apply what they learn to improve their knowledge and skills and reach higher levels of performance. That’s the goal. But how many times do we fail to see the ROI we expect? How many times do we see well-executed content NOT applied on the job? How many times do we have to go back to the CFO and explain why the ROI we expected never materialized.
Kristi McNabb, Revenue Operations Manager at BizLibrary, will help you discover how and when employees apply learning to improve their job performance, explain the role managers play in helping employees retain training and drive ROI, and help you understand how microlearning can be a great tool to help employees in their moment of need.
During this webinar, Kristi will provide easy-to-understand insights on:
- How to help employees apply their learning and improve job performance
- A manager’s role in employee retention and training ROI
- How microlearning is a great tool for helping employees acquire skills just when they need them
- ... and much more!
Watch the full webinar here: http://webinar.workforce.com/boost-employee-performance-with-microlearning-and-manager-training
This document provides an overview of how to manage people by covering topics like helping people learn and develop, rewarding people, managing change, managing conflict, and handling people problems. Some key points include:
- Promoting learning and development through understanding needs, training, coaching, mentoring, and personal development planning.
- Rewarding people through both financial and non-financial means like pay, benefits, empowerment, and recognition to motivate performance.
- Managing change by understanding resistance, following a process of awareness, analysis, decision, and managing the transition to a new structure.
- Addressing conflict constructively by problem-solving, compromise, or confrontation rather than withdrawal or forcing a win/lose situation
Institutions are facing unprecedented changes, creating a ‘new normal’ for higher education. How can institutions adapt? This SlideShare outlines 3 truths for the new normal, and 9 strategies to cope.
Debbie Craig of Catalyst Consulting provides consulting solutions focused on developing leaders, building organizational capacity, and leveraging talent. Her workshops and programs aim to empower individuals through personal and career development. She discusses the changing nature of work and careers, and the need for new mindsets and skills like learning agility, collaboration and a global mindset. Her program "I am Talent" helps participants understand their strengths, build their personal brand, optimize performance, make career choices and manage transitions. Participants report increased confidence, purpose and commitment after attending.
Create a culture_of_learning_8.16.2017 (002)BizLibrary
Are you creating a learning culture for your employees? We're working in environments today where change is no longer an event but a constantly occurring process.
In order for businesses to maintain a competitive advantage, it's vital for their employees to be continually improving and learning. You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure?
In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives:
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way
The document discusses entrepreneurship and characteristics of entrepreneurs. It defines entrepreneurship as the process of establishing a business while bearing risks. Some key characteristics of entrepreneurs discussed include enjoying challenges, being positive thinkers, and having strong self-belief. The document also provides several definitions of an entrepreneur from different perspectives. It then discusses identifying business opportunities by scanning the external environment, generating ideas, and formulating business concepts.
This document discusses various aspects of entrepreneurship including what entrepreneurship is, the need for entrepreneurship, opportunities to start a business, generating business ideas, screening business opportunities, and formulating a business concept. It defines entrepreneurship as a process of undertaking creative activities that involve bearing risks to establish and run a business. It highlights the importance of entrepreneurship for economic development and job creation. The document also provides various methods and sources for generating new business ideas as well as steps involved in identifying business opportunities.
This document summarizes the findings of a longitudinal evaluation study of a work-based learning (WBL) program for nurses. Interviews with learners, managers, and academic facilitators found that WBL had positive impacts. For learners, it improved clinical practice, developed new skills like problem-solving and reflection, and increased confidence. Managers saw improved quality of care and more focus on patients. Facilitators learned how theory and practice integrate and informed curriculum changes. Key factors for successful WBL included motivated learners, manager support, and acknowledging its complexity.
Two colleges, Bexley College and John Ruskin College, collaborated using Lean Six Sigma processes to improve quality. While the partnership itself did not continue, both colleges found benefits from examining their processes with an outside perspective. Bexley College saw improvements to enrollment, fee collection, and additional learning support. They continue to use Lean Six Sigma internally for improvements. While difficult to directly attribute impacts to cost savings, focusing on the learner experience likely improves outcomes and future enrollment. The approach provides a framework for reinvention rather than incremental change.
This document discusses socio-emotional intelligence (SEI). It defines SEI as the ability to understand and manage emotions, achieve goals, feel empathy, and make responsible decisions. The document lists 10 key SEI skills including self-awareness, social awareness, relationship skills, and decision making. It also notes 10 SEI requirements for industries in 2020, such as communication, problem solving, and teamwork skills. The document encourages developing industry-oriented skills and suggests opportunities for incubation support, product development, and international collaboration.
How to Measure the Impact of Soft Skills Training | Webinar 10.21.15BizLibrary
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills
www.bizlibrary.com
Creating a Culture of Learning in the Modern WorkplaceBizLibrary
Are you creating a learning culture for your employees? We’re working in environments today where change is no longer an event but a constantly occurring process. In order for businesses to maintain a competitive advantage, it’s vital for their employees to be continually improving and learning.
You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure?
In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way.
Speaker Bio:
Dean Pichee, President and CEO of BizLibrary
Dean Pichee is a successful entrepreneur with over 25 years of experience in the employee training industry. He founded BizLibrary in 1996 to provide affordable, high-quality training resources to small and mid-sized organizations across all industries.
6 Ways to Improve Employee Engagement and Create a Culture of LearningBizLibrary
Relationships at work aren’t always easy. And no, we don’t mean office romance. When you hire a new employee – it’s a commitment and relationship. Both the organization and the employee saw something in each other that they loved. Recent research shows many of us are on the road to break-up.
So, how can we nurture our relationships and create a learning culture that is engaged and committed to learning?
Key Learning Objectives:
What is employee engagement and why it’s important
Key characteristics of an engaged learning culture
What can we do to improve employee engagement?
Key managerial competencies and challenges
Then, Now, Next: Next Generation Learning EnvironmentsGreg Louviere
The intention of the presentation was to develop a suvey of educational learning environments that included teacher-center, student-centered and personalizaed learning. In each sequence a descriptive framework with illustrations has been create to exemplify characteristics of each with diagrams, images and research.
5 Ways to Unlock the Hidden Value in Your Emerging Leaders BizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
- 5 best practices to unlock the hidden value in your emerging leaders
- The business impact of investing in your current talent
- How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
This document outlines expectations and big ideas for an administrative retreat. It discusses:
1. The big ideas of results, learning as the mission, proficiency, the importance of teachers, collaboration, expectations, and accountability.
2. Reflections on accomplishments but also areas that need more focus, such as giving teachers feedback, raising expectations, and ensuring students can work independently.
3. Expectations for administrators to be leaders of learning by understanding curriculum and offering models, to manage buildings effectively, and to develop personal attributes like growth and commitment.
Design thinking for ed wbk-1c - for screenccvidadmin
This document provides an overview of Design Thinking and how it can be applied to education. It discusses how Design Thinking and Problem Based Learning are well-aligned approaches that are both student-centered. Design Thinking involves understanding problems by looking at how curriculum, student needs, and physical space intersect. The document then outlines several exercises that are part of the Design Thinking process, including finding common themes among issues and using the "5 Whys/Whats" technique to uncover the root causes of problems.
How might we enhance learning experiences in b-schools?Amy Chong
The document summarizes interviews with business students on their educational experiences and career goals. Key findings include:
1) Students found project-based work to be the most impactful learning activity but it is underutilized. Lectures focus too much on memorizing facts rather than practical application.
2) Experiential learning through client projects, simulations, and competitions are ideal for applying knowledge.
3) Students see design and design thinking as applicable to all business problems and a way to discover innovative solutions. However, they need more opportunities to translate ideas into tangible solutions.
4) Students' career goals focus more on creating meaningful impact and change rather than job titles. However, many currently lack confidence in their
The document summarizes the agenda for a two-day conference on talent management in challenging economic climates. Day one will include sessions on talent management, HR excellence, recruitment and retention challenges. Day two focuses on training and development alternatives, performance management, and succession planning. The conference aims to help HR professionals understand talent management strategies to support business goals during uncertain economic times. It will feature presentations, case studies, and panel discussions from HR leaders of various companies.
The document summarizes information about The Greenway Academic Coaching, including its mission to help students develop academic skills and earn better grades through individual and group coaching sessions. It was founded in 2010 and has grown to serve students from classes 4 through the second year of higher secondary certificate (HSC). The document also provides a breakdown of the number of students by class level and recommends ways to improve the classroom facilities, blog, library, and addition of a student study area.
Coaching Michigan's Workforce by Jamie Flinchbaugh, Lean Learning CenterJamie Flinchbaugh
A presentation on coaching's role in workforce development and how to apply standard work for coaching, provided via webinar for the Michigan Lean Consortium in May 2010.
Michele Martin discusses strategies for building resilient employment programs in today's unstable job market. She outlines challenges such as fewer jobs, greater competition, and employer bias. Her presentation provides workforce development basics and encourages connecting job seekers to career pathways. Martin then explores experiments to promote resilience, such as positive coaching, mastermind groups, and engaging customers as co-creators. She argues for combining individual support with program innovation to effectively respond to economic realities.
Change management is the process of systematically preparing and implementing business changes in operations. It involves innovative strategies and agile activities to deal with unpredictable and sudden changes. There are various types of organizational changes, including employee, structural, strategic, technological, and people-related changes. The key phases of change management include creating an understanding of the issue, analyzing it, envisioning a new direction, and implementing it. Principles for effective change management include starting at the top, involving all levels of the organization, communicating the message clearly, addressing cultural issues, and preparing for unexpected events. Benefits of change management include improvements in structure, products, expansion, growth, productivity, and customer satisfaction. Reasons for failure include employee resistance, unrealistic
Create a Culture of Learning in the Modern WorkplaceBizLibrary
Employees today are working in a constantly changing environment, and the way they learn needs to keep up with that change.
For your business to maintain a competitive advantage, it’s vital for its employees to be continually improving and learning. You may have some good ideas about what it takes to implement a culture of learning, but what’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What’s your communication plan? How will you measure success and failure?
This webinar will share easy-to-understand insights into:
- The key characteristics of an engaged learning culture
- Why microlearning is the ideal tool for a real culture shift
- How the science of learning reinforces training and increases ROI
- Why change is inevitable and how to deal with it in a positive way
The Essential Skills Every Training Program Manager NeedsBizLibrary
The employee training industry is constantly evolving. That means the skills needed to be an effective employee training program manager are changing too. In this program, we’ll cover the basics of what a program manager is, what they do, the top ten characteristics of effective employee training program managers, and the steps necessary to improve your skillset.
In this webinar you will:
- Learn what a program manager is, what they do and who they typically are within an organization
- Find out the top ten essential competencies of a program manager, along with supporting skills to improve in those areas
The document discusses learning agility and continuous learning. It defines learning agility as the willingness and ability to learn from experiences and apply lessons to new situations. Continuous learning is defined as the constant expansion of skills through learning and increasing knowledge in response to a changing environment. Characteristics of continuous learning include asking for help, observing others, trying new methods, and training. The document provides examples for supporting continuous learning, such as code katas, pair programming, and online training courses. It emphasizes that continuous learning has become essential for technical careers.
Extended Microteaching (XMT) - Innovative Teaching Pedagogies for the New Normal Education System in India
Presented at the IEEE International Conference of E-learning, Bahrain.
Hazardous Substance Spill Prevention and ResponseRenee Forque
The document provides guidance on spill prevention and response for hazardous substances. It outlines EPA and state regulations for storage and handling of hazardous materials. Facilities must have a Spill Prevention, Control, and Countermeasure (SPCC) plan detailing hazardous materials, inspections, spill response procedures, and staff training. The SPCC plan should include an inventory of hazardous substances, inspection schedules, response steps, contact information, and staff training records. Facilities must properly store and label hazardous materials, conduct monthly inspections, and respond immediately to contain any spills.
Two colleges, Bexley College and John Ruskin College, collaborated using Lean Six Sigma processes to improve quality. While the partnership itself did not continue, both colleges found benefits from examining their processes with an outside perspective. Bexley College saw improvements to enrollment, fee collection, and additional learning support. They continue to use Lean Six Sigma internally for improvements. While difficult to directly attribute impacts to cost savings, focusing on the learner experience likely improves outcomes and future enrollment. The approach provides a framework for reinvention rather than incremental change.
This document discusses socio-emotional intelligence (SEI). It defines SEI as the ability to understand and manage emotions, achieve goals, feel empathy, and make responsible decisions. The document lists 10 key SEI skills including self-awareness, social awareness, relationship skills, and decision making. It also notes 10 SEI requirements for industries in 2020, such as communication, problem solving, and teamwork skills. The document encourages developing industry-oriented skills and suggests opportunities for incubation support, product development, and international collaboration.
How to Measure the Impact of Soft Skills Training | Webinar 10.21.15BizLibrary
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills
www.bizlibrary.com
Creating a Culture of Learning in the Modern WorkplaceBizLibrary
Are you creating a learning culture for your employees? We’re working in environments today where change is no longer an event but a constantly occurring process. In order for businesses to maintain a competitive advantage, it’s vital for their employees to be continually improving and learning.
You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure?
In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way.
Speaker Bio:
Dean Pichee, President and CEO of BizLibrary
Dean Pichee is a successful entrepreneur with over 25 years of experience in the employee training industry. He founded BizLibrary in 1996 to provide affordable, high-quality training resources to small and mid-sized organizations across all industries.
6 Ways to Improve Employee Engagement and Create a Culture of LearningBizLibrary
Relationships at work aren’t always easy. And no, we don’t mean office romance. When you hire a new employee – it’s a commitment and relationship. Both the organization and the employee saw something in each other that they loved. Recent research shows many of us are on the road to break-up.
So, how can we nurture our relationships and create a learning culture that is engaged and committed to learning?
Key Learning Objectives:
What is employee engagement and why it’s important
Key characteristics of an engaged learning culture
What can we do to improve employee engagement?
Key managerial competencies and challenges
Then, Now, Next: Next Generation Learning EnvironmentsGreg Louviere
The intention of the presentation was to develop a suvey of educational learning environments that included teacher-center, student-centered and personalizaed learning. In each sequence a descriptive framework with illustrations has been create to exemplify characteristics of each with diagrams, images and research.
5 Ways to Unlock the Hidden Value in Your Emerging Leaders BizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
- 5 best practices to unlock the hidden value in your emerging leaders
- The business impact of investing in your current talent
- How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
This document outlines expectations and big ideas for an administrative retreat. It discusses:
1. The big ideas of results, learning as the mission, proficiency, the importance of teachers, collaboration, expectations, and accountability.
2. Reflections on accomplishments but also areas that need more focus, such as giving teachers feedback, raising expectations, and ensuring students can work independently.
3. Expectations for administrators to be leaders of learning by understanding curriculum and offering models, to manage buildings effectively, and to develop personal attributes like growth and commitment.
Design thinking for ed wbk-1c - for screenccvidadmin
This document provides an overview of Design Thinking and how it can be applied to education. It discusses how Design Thinking and Problem Based Learning are well-aligned approaches that are both student-centered. Design Thinking involves understanding problems by looking at how curriculum, student needs, and physical space intersect. The document then outlines several exercises that are part of the Design Thinking process, including finding common themes among issues and using the "5 Whys/Whats" technique to uncover the root causes of problems.
How might we enhance learning experiences in b-schools?Amy Chong
The document summarizes interviews with business students on their educational experiences and career goals. Key findings include:
1) Students found project-based work to be the most impactful learning activity but it is underutilized. Lectures focus too much on memorizing facts rather than practical application.
2) Experiential learning through client projects, simulations, and competitions are ideal for applying knowledge.
3) Students see design and design thinking as applicable to all business problems and a way to discover innovative solutions. However, they need more opportunities to translate ideas into tangible solutions.
4) Students' career goals focus more on creating meaningful impact and change rather than job titles. However, many currently lack confidence in their
The document summarizes the agenda for a two-day conference on talent management in challenging economic climates. Day one will include sessions on talent management, HR excellence, recruitment and retention challenges. Day two focuses on training and development alternatives, performance management, and succession planning. The conference aims to help HR professionals understand talent management strategies to support business goals during uncertain economic times. It will feature presentations, case studies, and panel discussions from HR leaders of various companies.
The document summarizes information about The Greenway Academic Coaching, including its mission to help students develop academic skills and earn better grades through individual and group coaching sessions. It was founded in 2010 and has grown to serve students from classes 4 through the second year of higher secondary certificate (HSC). The document also provides a breakdown of the number of students by class level and recommends ways to improve the classroom facilities, blog, library, and addition of a student study area.
Coaching Michigan's Workforce by Jamie Flinchbaugh, Lean Learning CenterJamie Flinchbaugh
A presentation on coaching's role in workforce development and how to apply standard work for coaching, provided via webinar for the Michigan Lean Consortium in May 2010.
Michele Martin discusses strategies for building resilient employment programs in today's unstable job market. She outlines challenges such as fewer jobs, greater competition, and employer bias. Her presentation provides workforce development basics and encourages connecting job seekers to career pathways. Martin then explores experiments to promote resilience, such as positive coaching, mastermind groups, and engaging customers as co-creators. She argues for combining individual support with program innovation to effectively respond to economic realities.
Change management is the process of systematically preparing and implementing business changes in operations. It involves innovative strategies and agile activities to deal with unpredictable and sudden changes. There are various types of organizational changes, including employee, structural, strategic, technological, and people-related changes. The key phases of change management include creating an understanding of the issue, analyzing it, envisioning a new direction, and implementing it. Principles for effective change management include starting at the top, involving all levels of the organization, communicating the message clearly, addressing cultural issues, and preparing for unexpected events. Benefits of change management include improvements in structure, products, expansion, growth, productivity, and customer satisfaction. Reasons for failure include employee resistance, unrealistic
Create a Culture of Learning in the Modern WorkplaceBizLibrary
Employees today are working in a constantly changing environment, and the way they learn needs to keep up with that change.
For your business to maintain a competitive advantage, it’s vital for its employees to be continually improving and learning. You may have some good ideas about what it takes to implement a culture of learning, but what’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What’s your communication plan? How will you measure success and failure?
This webinar will share easy-to-understand insights into:
- The key characteristics of an engaged learning culture
- Why microlearning is the ideal tool for a real culture shift
- How the science of learning reinforces training and increases ROI
- Why change is inevitable and how to deal with it in a positive way
The Essential Skills Every Training Program Manager NeedsBizLibrary
The employee training industry is constantly evolving. That means the skills needed to be an effective employee training program manager are changing too. In this program, we’ll cover the basics of what a program manager is, what they do, the top ten characteristics of effective employee training program managers, and the steps necessary to improve your skillset.
In this webinar you will:
- Learn what a program manager is, what they do and who they typically are within an organization
- Find out the top ten essential competencies of a program manager, along with supporting skills to improve in those areas
The document discusses learning agility and continuous learning. It defines learning agility as the willingness and ability to learn from experiences and apply lessons to new situations. Continuous learning is defined as the constant expansion of skills through learning and increasing knowledge in response to a changing environment. Characteristics of continuous learning include asking for help, observing others, trying new methods, and training. The document provides examples for supporting continuous learning, such as code katas, pair programming, and online training courses. It emphasizes that continuous learning has become essential for technical careers.
Extended Microteaching (XMT) - Innovative Teaching Pedagogies for the New Normal Education System in India
Presented at the IEEE International Conference of E-learning, Bahrain.
Hazardous Substance Spill Prevention and ResponseRenee Forque
The document provides guidance on spill prevention and response for hazardous substances. It outlines EPA and state regulations for storage and handling of hazardous materials. Facilities must have a Spill Prevention, Control, and Countermeasure (SPCC) plan detailing hazardous materials, inspections, spill response procedures, and staff training. The SPCC plan should include an inventory of hazardous substances, inspection schedules, response steps, contact information, and staff training records. Facilities must properly store and label hazardous materials, conduct monthly inspections, and respond immediately to contain any spills.
The document presents a personal brand management model for student career achievement and retention. It discusses defining personal ambitions and goals, developing a personal brand statement and story, and implementing a personal brand strategy through internships. The model involves identifying personal strengths and career options, cultivating a personal scorecard based on goals, and reevaluating goals after internship experiences to improve personal branding and career outcomes. Research discussed suggests personal management and branding helps students succeed in competitive job markets by strengthening goal commitment, belief in self, and career preparation.
Patricia Ann Preston has over 23 years of experience in administration and management across various industries. She provides executive support, assists with project management and documentation, and has experience coordinating meetings and events. Her technical skills include Microsoft Office, SAP, PeopleSoft and other systems. She is currently a business analyst providing executive support to Corporate Real Estate & Shared Services at PG&E, where she has created various templates, protocols and guides.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document introduces the Occupational Interest Schedule (OIS), an assessment tool developed by the authors to help management students identify their career interests. The OIS consists of 162 occupations across 9 domains. It aims to help students, institutions, and businesses. For students, it provides insight into their strongest interests to guide career exploration. For institutions, it offers data on student interests to inform course offerings and placements. For businesses, it allows targeting hiring at institutions with relevant student profiles. The document outlines the development, administration, scoring, and applications of the OIS, noting it has been used successfully at various Indian institutions.
Refrigerant market worth $21 billion by 2020Kailas S
The document summarizes a report on the global refrigerant market. It states that the refrigerant market is projected to reach $21 billion by 2020, growing at a rate of 6.0% annually from 2015 to 2020. It notes that stationary air conditioning currently dominates the market but that domestic refrigeration is expected to see the highest growth rate. While fluorocarbons currently capture the largest market share, inorganics are expected to see huge growth as HCFCs and HFCs are phased out. The report provides an analysis of the refrigerant market by type and application on a global scale from 2014 to 2020.
Presentations morning session 22 January 2018 HEFCE open event “Using data to...Bart Rienties
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11.00-11.30 Lightning presentations by participants, outlining insights about learning gains
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Factors that affect the on the-job training ofSunjay Taladtad
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Factors that affect the on the-job training ofSunjay Taladtad
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1. Oklahoma Business Week
East Central University
Stacey Bolin, Rachel Nicholas, and Casey Black
@ACBSPAccredited #ACBSP2015
2. Presentation Overview
• Engagement: Setting the Stage
• OBW Video
• OBW Engagement: Professionals
• OBW Engagement: College Students
• OBW Highlighted Activities
• OBW Research: The Impact on Students
• OBW Goals: Mission Accomplished
3. Engagement: Setting the Stage
• Entrepreneurs contribute to prosperity, create jobs, and fuel
innovation (Solomon, Bryant, May, & Perry, 2013; Yallapragada & Bhuiyan, 2011).
86% of the new jobs (Neumark, Wall, & Zhang, 2011)
70% of the world’s production (Ates & Bititci, 2011)
67% of new inventions (Winkel, Vanevenhoven, Drago, & Clements, 2013)
• Despite some debate, entrepreneurship studies cite the ability to
teach entrepreneurship (Cheung & Au, 2010; Morris, Webb, Fu, & Singhal, 2013; Raposo & Do
Paco, 2011; Schmidt, Soper, & Bernaciak, 2013).
Best results from hands-on, experiential learning (Gerba, 2012; Gibson, Harris, Mick, &
Burkhalter, 2011).
4. References
Ates, A., & Bititci, U. (2011). Change process: A key enabler for building resilient SMEs. International
Journal of Production Research, 49, 5601–5618. doi:10.1080/00207543.2011.563825
Cheung, C., & Au, E. (2010). Running a small business by students in a secondary school: Its impact on
learning about entrepreneurship. Journal of Entrepreneurship Education, 13, 45–63. Retrieved
from http://www.alliedacademies.org/Public/Journals/JournalDetails.aspx?jid=8
Gerba, D. T. (2012). The context of entrepreneurship education in Ethiopian universities. Management
Research Review, 35(3/4), 225–244. doi:10.1108/01409171211210136
Gibson, S., Harris, M., Mick, T., & Burkhalter, T. (2011). Comparing the entrepreneurial attitudes of
university and community college students. Journal of Higher Education Theory and Practice,
11(2), 11–18. Retrieved from http://www.na-businesspress.com/jhetpopen.html
Morris, M. H., Webb, J. W., Fu, J., & Singhal, S. (2013). A competency-based perspective on
entrepreneurship education: Conceptual and empirical insights. Journal of Small Business
Management, 51, 352–369. doi:10.1111/jsbm.12023
5. References
Neumark, D., Wall, B., & Zhang, J. (2011). Do small businesses create more jobs? New evidence for the
United States from the national establishment time series. Review of Economics and Statistics,
93(1), 16–29. doi:10.1162/REST_a_00060
Raposo, M., & Do Paco, A. (2011). Entrepreneurship education: Relationship between education and
entrepreneurial activity. Psicothema, 23, 453–457. Retrieved from http://www.psicothema.com
Schmidt, J. J., Soper, J. C., & Bernaciak, J. (2013). Creativity in the entrepreneurship program: A survey
of the directors of award winning programs. Journal of Entrepreneurship Education, 16, 31–44.
Retrieved from http://www.alliedacademies.org/Public/Journals/JournalDetails.aspx?jid=8
Solomon, G. T., Bryant, A., May, K., & Perry, V. (2013). Survival of the fittest: Technical assistance,
survival and growth of small businesses and implications for public policy. Technovation, 33(8-9),
292–301. doi:10.1016/j.technovation.2013.06.002
Winkel, D., Vanevenhoven, J., Drago, W. A., & Clements, C. (2013). The structure and scope of
entrepreneurship programs in higher education around the world. Journal of Entrepreneurship
Education, 16, 15–29. Retrieved from
http://www.alliedacademies.org/Public/Journals/JournalDetails.aspx?jid=8
Yallapragada, R. R., & Bhuiyan, M. (2011). Small business entrepreneurships in the United States. Journal
of Applied Business Research, 27(6), 117–122. Retrieved from
http://www.cluteinstitute.com/journals/journal-of-applied-business-research-jabr/
6. The Reach of OBW: Student Capital
• OBW began
Summer 2012
• Growth in
Attendance
New
Students
Returning
Students
College
Students
Involved
Summer
2012
62 n/a 15
Summer
2013
72 10 25
Summer
2014
84 15 40
17. How OBW impacts our life…
Introduction to
the Business
World
Development of
Skills Needed to
be Successful
Real World
Experience of
Management
Networking with
the Numerous
Business
Professionals
28. OBW Research: The Impact on Students
Statistical Significance between Pretest and
Posttest Scores
Student Ratings of their Abilities - Scale 1 to 7
Leadership Skills t(76) = 2.44, p < .01
Recognition of Opportunity t(76) = 2.36, p < .05
Development of New Products and Services t(76) = 2.22, p < .05
Networking Skills and Professional Contacts t(76) = 2.14, p < .05
Problem Solving t(76) = 2.02, p < .05
Creativity t(76) = 1.00, p > .05
Students Considering Entrepreneurship as a
Career
Pretest 48
Posttest 48
Changes 20
29. I feel more confident speaking in a group or public setting now 91%
I feel more comfortable asking questions if I am not sure about something 90%
I feel more comfortable negotiating my ideas and thoughts 95%
I found my interaction with my CA valuable to my personal development 94%
I found speakers, judges and guests valuable for my personal development 97%
I feel I am better able to work in a team environment 97%
I feel more flexible and tolerant 92%
I feel I am better able to evaluate and select information 95%
I will work even harder in school after this experience 97%
I will return to school with greater motivation to succeed after this experience 99%
This week gave me better ideas about furthering my education beyond high school 94%
I am more excited for my future career possibilities 96%
I am more self-confident 93%
OBW helped me understand what is required to manage a successful business 100%
I have a better understanding of corporate/business finance 96%
My understanding of personal finance/credit has improved 92%
I had fun 99%
I will recommend this program to my friends 99%
My ability to work under deadlines has improved 92%
I think I am more creative 87%
I would like to return to a future OBW 91%
Has OBW influenced your choice of a college major? 76%
30. OBW Goals: Mission Accomplished
1. Recruitment of Excellent Students
2. Real World Management Experience for College
Students
• Planning & Execution of Teambuilding Activities
• Assisting with Companies and Dorm Life
3. Networking for the Future
4. Business Professional Engagement
31.
32.
33.
34. “It was more hands on and we were
able to work with other students
directly and formed bonds with the
other students which made it a lot
more entertaining.”
-OBW Alum
35.
36.
37. “I actually had hands on learning
instead of reading it out of the book, as
well as speakers with success in
business showing that I can actually
achieve something later in my future.”
-OBW Alum
38.
39.
40.
41. “It's much more specific and hands on,
which I enjoy. You actually put all of
your time to use at OBW, where as in
school you waste too much time. OBW is
more fast paced, so I never get bored
and I'm always interested.”
-OBW Alum
42.
43.
44. “I actually learned what it means to
run a business. I learned about all the
important details in business. I did
not just learn about leadership skills,
but also business skills that are
important to ANY occupation I go in
to.”
-OBW Alum
45.
46.
47.
48. “At Howe High School I only learned
the basics to business but only
enough to get a taste for it. At OBW I
now understand what business is and
want it to be part of my future.”
-OBW Alum
49.
50.
51. OBW Contact Information
Camp Director – Stacey Bolin
(580) 559-5596
sbolin@ecok.edu
OBW Intern – Casey Black
(580) 559-5274
caseyblack13@gmail.com
Editor's Notes
After a dozen years in industry with two entrepreneurial ventures and two stints at large corporations, I began a career in higher education. I also have the privilege of directing East Central University’s Wilburn L. Smith Center for Entrepreneurship. As an entrepreneur tasked with teaching and inspiring students to explore entrepreneurship, I spent a considerable amount of time researching and reading about entrepreneurship education in academic journals to acquire as much information as possible.
A literature review of entrepreneurship education revealed that entrepreneurship educational offerings have increased dramatically over the past 20 years as the importance of entrepreneurs to societies has been more heavily documented in academic literature. While some critics claim that entrepreneurs are born with unique attributes, entrepreneurship studies cite the ability to teach entrepreneurship. Additionally, several scholars cite the best results from hands-on, experiential learning activities associated with entrepreneurship.
This research inspired me to offer Oklahoma Business Week – a one week summer camp with an entrepreneurial focus to students. The reference listings for the literature review are included on the following slides.
To give you a glimpse of what happens at the camp, we are going to watch a 7-minute video that we produced to recruit high school and college students and business professionals.
We began planning for the first Oklahoma Business Week in the Fall of 2011 and held the first camp in the summer of 2012. Since that summer, we’ve continued to grow and found that involvement over 100 students stretched the capacity of our dorm and classroom facilities. For summer 2015, we plan to host the camp with approximately 100 resident students and a few commuter college students.
To host the camp for 100 students, we need involvement from approximately 200 business professionals. Business professionals, like the two Kellogg & Sovereign business consultants pictured here, engage with students in a variety of ways.
As an executive committee member who works throughout the year providing oversight and planning assistance.
As a company advisor who works with a team of students for the entire week.
As a speaker who presents and interacts with students on a specific topic for one or more hours.
As a mentor who meets with students over a meal.
As a tour host who invites students groups to tour their place of business.
As a board room meeting host who invites students to visit their company’s board room for a meal, tour, and presentation about the business.
As a board room presentation judge who spends an entire morning interacting with students as they share their successes and failures from the business simulation.
As a tradeshow judge who spends time hearing each team’s pitch about their new product or service idea and invests “monopoly” money in potentially good ideas.
We use this overview video to help explain the concept of the camp to all potential students, volunteers, and donors.
OBW Executive Committee members and Company Advisors at OBW 2014
OBW Speaker, Monica Neal, presenting about Ethics
OBW speaker, Jet McCoy, shared words of encouragement with students to set goals and never give up.
Panel Presentation by (left to right) Alan Marcum, Executive Vice President, Devon Energy – Monica Neal, Director of Community Development, Chickasaw Nation – Dr. John Hargrave, President, East Central University
College students have the opportunity to not only participate in OBW events but also plan and lead many of them. College students spend countless semester hours preparing for careers but value the opportunity to put their coursework into practice. With OBW, ECU college students get to do just that. College students serve in a variety of ways throughout the week:
As dorm counselors
As leaders in the company headquarters
As planners of events
As speakers to the high school students
OBW Alum and College Student leader, Rachel Nicholas (right) visiting with OBW Camper
OBW College students enjoying a snow cone to cool off after some exciting teamwork games at a local park
OBW alum and college student worker, Ben Godwin (center standing) shares information on presentation skills with OBW campers at a Wednesday soft skills luncheon.
OBW helps students by introducing them to the business world as a camper, helping them develop success skills as an advanced student, offering them the opportunity to practice real-world management, and exposing them to countless business professionals to help expand their network.
While there are numerous events during the week, we would like to highlight three of the favorite and most important to the students.
On the last evening of camp, after students have been running their own business through 8 quarters of operation, students travel to a local business to share a meal and hear executives share about their business in their board room. This not only helps students prepare for their board room presentation the next morning, but it also allows students to network with high level executives from a business.
Students learning from First United Bank Executives
First United Bank executives visiting with OBW students
On the last morning of camp, students present a presentation about the successes and failures experiences while running their simulated business throughout the week. The simulation requires that the students make production, sales, marketing, and financial decisions for each quarter. Results from the simulation help students adjust for future quarters. Additionally, students experience HR, ethical, and other decisions.
On the last day of the camp the students participate in a Tradeshow. All week they have been developing a unique product that they plan on producing and marketing to seller to the public, but in order to do so they must find people who will invest in their company so that they can start up their business. Each team gets a science fair board and their imagination runs wild. They learn how to give a 30 second elevator pitch of their product to give to the investors and they learn really quick what works and what doesn’t. As a team, they make a game plan and assign different jobs to each teammate and it’s off to the races as they compete against the other teams to earn enough “money” to start up their business!
OBW students pitching their idea to a trade show investor.
An example of an OBW tradeshow booth
ECU President, John Hargrave, visiting with OBW students about their pitch
Cliff Agee, a Chickasaw Nation executive, visiting with students about their tradeshow pitch
As we’ve progressed with OBW, we wanted to examine the impact of the event on students. At the beginning and again at the end of the week, students complete a SurveyMonkey® survey about what they know and have learned throughout the week. As you can see the most significant improvement experienced involved leadership skills. Also significant were recognition of opportunity, development of a new product or service, networking, and problem solving. While students did rate their creativity skills as improved, the change was not significant.
An interesting point from the survey was the number of students who might consider a career as an entrepreneur. While the response result was the same at 48 on both the pre- and post-tests, 20 students changed their answer. This helped us understand that what the students are learning during the week may influence future career decisions.
On the post-test, students were also asked a series of yes/no questions about their experience at the camp. Those with the most meaning are highlighted in the slide.
The OBW Executive Committee and sponsors rate the camp a valuable investment of time and money.
The camp allows East Central University to recruit talented students. From the first three years of OBW, over 30 students have enrolled in ECU after their OBW experience. Half of these have come from outside ECU’s normal recruitment area.
Our college business students have the opportunity to gain real-world management and leadership experience by planning and executing camp activities.
All parties involved benefit from the networking opportunities involved.
ECU has benefited from establishing new business professional relationships and strengthening others.
As we answer your questions, we are going to continue to scroll through some pictures from the camp as well as quotes from OBW alumni.