This document discusses using Bloom's taxonomy to design competency-based training. It explains that competency is a combination of knowledge, skills, and attitude needed to successfully perform job tasks. Bloom's taxonomy categorizes learning into cognitive, affective, and psychomotor domains. It also discusses using the taxonomy to write learning objectives aligned to business needs when designing training according to the ADDIE model. Key aspects include analyzing prior knowledge, focusing on higher-order thinking skills, and choosing appropriate instructional strategies and digital tools to target different taxonomy levels.
Measuring the Impact of eLearning: Turning Kirkpatrick’s Four Levels of Evalu...Lambda Solutions
Access to webinar recording here: http://go.lambdasolutions.net/webinar-growing-trend-of-open-source-learning
Whether it’s to inform, to improve, to change—or a combination of these factors, training must have measurable outcomes that contribute to larger organizational goals. Good training evaluation techniques identify and measure the impact of learning on job performance and ultimately, organization-wide business results. When it comes to measuring eLearning, Donald Kirkpatrick’s Four Level of Evaluation model is one of the most widely used and respected worldwide.
Co-hosted by Paula Yunker, with 30+ years of instructional design experience and certification in Kirkpatricks Four Levels Evaluation—this webinar will explore why learning evaluation is an important component of any training program and how you can measure the application of learning beyond the learning event itself. We’ll discuss how to implement learning evaluation that’s practical and provides value but isn’t complicated, time consuming or expensive. Paula will also share her favorite learning evaluation resources after the webinar!
Check out the slides to learn more about:
- Why learning evaluation is critical for business results
- Kirkpatrick’s four levels of evaluation explained
- Aligning learning to organizational goals
- Typical challenges implementing evaluation in an organization
- Practical strategies for implementing learning evaluation
- Our favorite learning evaluation resources
General human resources manager updated 05 14-2016 Elena Ounis
Skills: Organization, Multitasking, Dealing with Grey, Negotiation, Communication, Discrete and Ethical, Dual Focus, Conflict Management and Problem Solving, and Change Management.
Established goals and objectives in the areas of Hiring, Employee Retainment, Training, Orientation, Compensation, Benefits, Safety, Discipline, EEO, Workers Compensation, Employee Relations and Payroll. Plan, organize, and implement programs, policies, and procedures to achieve established goals and objectives. Administration of discipline systems. Conduct job analyses to prepare accurate job descriptions and specifications. Preparation of the Payroll.
Effectiveness evaluation of training programsuba ramanujam
This presentation explains how to evaluate the effectiveness of training program based upon the popular model. It explains about the Reaction, Learning, Behavior, Results and Return on Investment. It also explains about various parameters in the Kirkpatrick's model while considering during evaluation of training program.
Measuring the Impact of eLearning: Turning Kirkpatrick’s Four Levels of Evalu...Lambda Solutions
Access to webinar recording here: http://go.lambdasolutions.net/webinar-growing-trend-of-open-source-learning
Whether it’s to inform, to improve, to change—or a combination of these factors, training must have measurable outcomes that contribute to larger organizational goals. Good training evaluation techniques identify and measure the impact of learning on job performance and ultimately, organization-wide business results. When it comes to measuring eLearning, Donald Kirkpatrick’s Four Level of Evaluation model is one of the most widely used and respected worldwide.
Co-hosted by Paula Yunker, with 30+ years of instructional design experience and certification in Kirkpatricks Four Levels Evaluation—this webinar will explore why learning evaluation is an important component of any training program and how you can measure the application of learning beyond the learning event itself. We’ll discuss how to implement learning evaluation that’s practical and provides value but isn’t complicated, time consuming or expensive. Paula will also share her favorite learning evaluation resources after the webinar!
Check out the slides to learn more about:
- Why learning evaluation is critical for business results
- Kirkpatrick’s four levels of evaluation explained
- Aligning learning to organizational goals
- Typical challenges implementing evaluation in an organization
- Practical strategies for implementing learning evaluation
- Our favorite learning evaluation resources
General human resources manager updated 05 14-2016 Elena Ounis
Skills: Organization, Multitasking, Dealing with Grey, Negotiation, Communication, Discrete and Ethical, Dual Focus, Conflict Management and Problem Solving, and Change Management.
Established goals and objectives in the areas of Hiring, Employee Retainment, Training, Orientation, Compensation, Benefits, Safety, Discipline, EEO, Workers Compensation, Employee Relations and Payroll. Plan, organize, and implement programs, policies, and procedures to achieve established goals and objectives. Administration of discipline systems. Conduct job analyses to prepare accurate job descriptions and specifications. Preparation of the Payroll.
Effectiveness evaluation of training programsuba ramanujam
This presentation explains how to evaluate the effectiveness of training program based upon the popular model. It explains about the Reaction, Learning, Behavior, Results and Return on Investment. It also explains about various parameters in the Kirkpatrick's model while considering during evaluation of training program.
Coaching - Return on learning investment. Salome van CollerSalome van Coller
Aim : To convince you that coaching as a vehicle for the transfer of learning acquired through training, increases the potential to achieve Return on Learning investment.
ADDIE model in training - Manu Melwin Joymanumelwin
The ADDIE model is a framework that lists generic processes that training developers use.
It represents a guideline for building effective training and performance support tools in five phases.
A brief of evaluation of training methods. (Evaluation of Training methods in Learning and development.)
Includes why to evaluate, types of evaluation, evaluation process, outcomes of evaluation, criteria of evaluation. The slides include key points which can be easily researched online.
Coaching - Return on learning investment. Salome van CollerSalome van Coller
Aim : To convince you that coaching as a vehicle for the transfer of learning acquired through training, increases the potential to achieve Return on Learning investment.
ADDIE model in training - Manu Melwin Joymanumelwin
The ADDIE model is a framework that lists generic processes that training developers use.
It represents a guideline for building effective training and performance support tools in five phases.
A brief of evaluation of training methods. (Evaluation of Training methods in Learning and development.)
Includes why to evaluate, types of evaluation, evaluation process, outcomes of evaluation, criteria of evaluation. The slides include key points which can be easily researched online.
31 Quotes To Celebrate Teamwork and CollaborationHubSpot
When true team work happens, everything changes. You're working faster, finding mistakes easier, and innovating better. To inspire your team to band together and celebrate collaboration, we've gathered some of our favorite quotes on the power of teamwork.
Page 92BSBWOR501Manage personal work priorities andp.docxkarlhennesey
Page | 92
BSBWOR501
Manage personal work priorities
and
professional development
Learner Guide
BSBWOR501
Manage personal work priorities and professional development
Table of Contents
Table of Contents3
Unit of Competency6
Performance Criteria7
Foundation Skills8
Assessment Requirements9
Housekeeping Items10
Objectives10
1. Establish personal work goals11
1.1 - Serve as a positive role model in the workplace through personal work planning11
The Transformational Leader12
Trait theories15
Contingency theories15
Great Man theories16
Participative theories16
Behavioural theories17
Situational theories17
Follower Development19
Learning Task One21
Activity 1A22
1.2 - Ensure personal work goals, plans and activities reflect the organisation's plans, and own responsibilities and accountabilities23
SMARTER goals23
Learning Task Two29
Activity 1B30
1.3 - Measure and maintain personal performance in varying work conditions, work contexts and when contingencies occur31
Learning Task Three33
Activity 1C34
2. Set and meet own work priorities35
2.1 - Take initiative to prioritise and facilitate competing demands to achieve personal, team and organisational goals and objectives36
The Priority Matrix36
Learning Task Four37
Action Plans41
Activity 2A42
2.2 Use technology efficiently and effectively to manage work priorities and commitments43
Learning Task Five47
Activity 2B48
2.3 Maintain appropriate work-life balance and ensure stress is effectively managed and health is attended to49
Learning Task Six51
Activity 2C52
3. Develop and maintain professional competence53
3.1 - Assess personal knowledge and skills against competency standards to determine development needs, priorities and plans54
Learning Task Seven56
Activity 3A57
3.2 Seek feedback from employees, clients and colleagues and use this feedback to identify and develop ways to improve competence58
Learning Task Eight60
Activity 3B62
3.3 Identify, evaluate, select and use development opportunities suitable to personal learning style(s) to develop competence63
Action learning64
Coaching67
Exchange/rotation67
Induction68
Mentoring69
Structured training programs71
Learning Task Nine71
Activity 3C73
3.4 Participate in networks to enhance personal knowledge, skills and work relationships74
How to network75
Where can I network?76
Learning Task Ten78
Activity 3D79
3.5 Identify and develop new skills to achieve and maintain a competitive edge80
Learning Task Eleven82
Activity 3E83
Skills and Knowledge Activity84
Major Activity – An opportunity to revise the unit85
Appendices86
Action Plan for87
Action Plan for89
Action Plan for90
Action Items for91
Action Plan Tracking for92
References93
Unit of Competency
Application
This unit describes the skills and knowledge required to create systems and process to organise information and prioritise tasks.
It applies to individuals working in managerial positions who have excellent organisational skills. The work ethic of individuals in this role has a sign ...
Competitive & Strategic Analysis
BUS 109
Discussion Week 9
Agenda
• EXAM 2 Review
• Remaining Requirements
• Handbook/iEvals
• CEO Project/Peer Evals
• Final Thoughts
Exam 2
• Same format as Exam 1 (essay question + free response)
• Bring blue book next Monday and Wednesday
• Define key concepts + provide quality company examples
EXAM 2 Review
Question 1
1. On Functional Strategy – Pertaining to your CEO Project Company –
a. Among the various functional divisions of the firm, identify the most burning issue
whereby your functional strategy (marketing, financial, operational, etc.) impacts the
overall corporate AND business strategies. Explain in detail.
i. More directly, select two functional areas and discuss the following:
1. Identify the function’s essential goal for 2017
2. What resources must be employed to effectively realize this goal
3. What measures will indicate whether your functional strategy has produced the required results
Does It Work?
What do we
have/need?
What to do/not to do?
Question 1
• Step 1: Define and Link: Corporate Strategy, Business Strategy, Functional Strategy
• Step 2: Select from two functional areas and discuss:
This question is basically a question of alignment
1) How does your Functional Strategy help achieve your Business Strategies and Corporate Strategies?
2) What is your Functional Strategy’s Goal for 2017?
• Refer back to Strategic Alternatives when you changed your Functional Strategies, what was the goal?
3) What Resources are required to achieve this goal?
• Refer to your Corporate Resources, Job Creation, Corporate Structure
• Resources required = Total Resources demanded – Resources on hand
4) How do you measure the success of your goal?
• Balanced Scorecard under Measure
• TIPS
• The KEYWORD is “YOUR.” This question does not refer to the Current Strategic Posture, this question refers
to your strategy under the Strategic Alternatives section
Firm 1
Firm 3
Firm 4
Firm 5
Firm 2
SBU1
SBU2
SBU3
SBU4
SBU5
Industry
Boundary
Firm
Boundary
Business Strategy Corporate Strategy
Economic Logic (How do we compete)
Porter’s Generic Strategies
Value Chain Analysis
Customer Value Decomposition
Corporate Theory and Stakeholder Value
Integration and RBV
Core competencies; VRIO; Business Model
Business-Corporate Integration: Strategy Diamond
Arena: Where to Compete?
Differentiators: What weapons?
Staging: What steps?
Vehicles: How to get there?
Economic Logic: How does it work?
Question 1
• External Analysis – Positioning/Ind. Structure
• Internal Analysis – RBV/VRIO
• Organizational Evolution – Learning
goal
Time
Success
Question 2
2. On Strategic Intent and Strategy Implementation
a. First, identify your CEO company’s strategic intent, that is, the ambitious stretch targets that go
beyond corporate vision propelling the firm to win. Pull from the readings to support your response
b. Second, identify and discuss the important componen.
How to Grow and Become a Seasoned PM by Microsoft Sr PMProduct School
Main takeaways:
-Identifying the right stakeholders in your growth
-How to leverage all opportunities correctly with these stakeholders
-Important skills to demonstrate in your work that make you eligible for next level
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
Sales Force Transformation: Developing a Customer-Focused Growth OrganizationVassilis Engonopoulos
In today's selling environment, buyers are becoming more sophisticated and demanding while competition continues to escalate. Enhancing the effectiveness of your sales force has never been more crucial - nor more difficult.
Transforming the sales force is a difficult journey, but the impact can be dramatic.
HDIAU Lab A - Building the service desk training planHDI Atlanta
Whether you are a manager looking to train your team or an individual looking for ways to expand your skills, this session is for you. It identifies ways to overcome the challenge of training service desk personnel. Finding the time, money and the “right training” is a constant struggle. This session will walk you through building an effective training plan.
Participants will:
Learn a systematic way to Identify training needs
Discuss various training delivery methods
Understand the importance of defining expected results or goals BEFORE the training
Discuss ways to measure success
Worksheets will be provided that can be used to customize your own training plan. This method for planning allows you to involve your team, peers, and sponsors so that there is buy-in at all levels. This lays the foundation for creating a continuous learning culture, not just a one-time training project.
Competency-based Learning: A Practical Process and Living Case Study Tom Gram
Presentation for Canadian Society for Training and Development CSTD 2014 Conference. Tom Gram (Global Knowledge) and Lawrence Stevenson (IT Source, Workforce Optimization, Ontario Public Service)
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
5R Open Course Design Framework, Fall 2015 versionDavid Wiley
A drastically simplified course design framework for use with faculty as they transition from using commercial textbooks in their courses to using open educational resources (OER).
Digital Prospecting for an Advanced Sales Course (Undergraduate)James Fyles
Presentation given to the Sales Education Academy session, June 2019. An outline of a five week unit in an advanced undergraduate sales course designed to introduce students to the tools, techniques and process of digital prospecting and engagement
Digital Prospecting for an Advanced Sales Course (Undergraduate)
Blooms
1. Designing Competency Based
Training with Bloom’s Taxonomy
Michele B. Medved
mbmtraining@yahoo.com
http://mbmtraining.com
Learning in the News
http://mbmtraining.wordpress.com/
2. The Big Performance Picture
What is is the
challenge/opportunity? Business Needs
What performance will meet
business needs?
Which knowledge, skills and
attitude will enable
performance to meet business
needs
Which objectives will ensure
learners are competent to meet
business needs?
Performance
Competencies
Learning
Goals/Outcomes
Knowledge
Skills
Attitude
3. What is competency?
• A combination of skills, knowledge and
attitude that enables an individual to perform
a task to the standards required for successful
job performance.
• Deals with "what is expected in the
workplace."
• Emphasis on performing an actual job and not
gaining knowledge or skills for their own sake.
4. Key Learning Activity #1
1. Consider a specific business need.
2. Identify one performance task that can meet that
need.
3. Identify the knowledge, skills, attitude (3-5 of each) to
achieve competency in that task.
4. Share answers with a partner.
• Examples of performance:
– Giving a presentation
– Conducting a subject matter expert interview
– Writing a storyboard for e-learning
5. Bloom’s Domains of
Learning/Competencies
Cognitive: Mental
skills (Knowledge)
Affective: Growth
in feelings
(Attitude)
Psychomotor:
Manual/physical
skills (Skills) •Created in 1954
7. Why is Bloom’s Taxonomy Important?
1. All learning involves prior elements and stages
– Before we can understand a concept, we have to
remember it
– Before we can apply the concept, we must understand
it, etc.
2. Importance of analyzing prior knowledge
3. Focus on outcome, not tools
4. Knowledge based economy requires higher
ordered thinking skills
8. HOT Skills for the Knowledge Economy
Lower ordered skill
• collecting information
Higher ordered skills
• categorizing and analyzing
information
• drawing conclusions from the
information
• brainstorming’ new ideas
• problem solving
• determining cause and effect
evaluating options
• planning and setting
• monitoring progress
• decision making
• reflecting on one’s own
progress
13. Example of Writing Objectives
• Knowledge: List six levels of taxonomy
• Comprehension: Explain the importance of Bloom’s
taxonomy
• Application: Write an objective for each level of the
taxonomy
• Analysis: Compare and contrast original and revised
version of the taxonomy
• Evaluation: Judge the effectiveness of writing
objectives using the taxonomy
• Synthesis: Design a classification system for responding
to a specific business need
14. Scenario #1: Procedure
• Business Need: Company has merged with
bigger organization. Managers need to follow
new procedure for conducing performance
reviews
• Write objectives for each level of the
taxonomy. Focus on higher ordered objectives.
15. Bloom’s Taxonomy & ADDIE
•Performance needs
assessment to determine
competencies to meet
business needs
•Assess prior knowledge
•Write Objectives
•Write Test Items
•Specify Instructional Strategy
Design Instructional Strategy
19. Example: Using Digital Tools
• Remember, retrieve information
– Retrieve a list of sites showing Bloom’s taxonomy list
of verbs from a social bookmarking site.
(delicious.com)
• Understand
– Explain the taxonomy using a mindmap.
• Apply
– Demonstrate knowledge of Bloom’s taxonomy by
contributing to a shared wiki giving examples of
objectives at each level.
20. Example: Using Digital Tools
• Analyze
– Organize best practices for Bloom’s Taxonomy by
creating a survey using Google Forms
• Evaluate
– Critique the differences in the use of the
taxonomy by responding to a threaded discussion
• Create
– Make a digital presentation on Bloom’s taxonomy
to publish on the web
21. Scenario #2:Facts/Concepts
• Business need: An organization has introduced
a new product. Sales staff need to be able to
sell the product as part of their solution-based
approach.
• List the learning outcomes and suggested
instructional strategy at each level.
22. Key Learning Part #2
1. For your specific business need,related
performance, and learning design
2. Reflect on how your scenario following
• Considers prior knowledge
• Includes higher ordered learning skills
• Uses of verbs to reflect levels of thinking
• Deploys Technology appropriate to each level
3. Share answers with partner
23. Summary
• Define competency and apply definition to a
personal task
• Identify the six levels of cognitive behavior in
learning
• Use Bloom’s taxonomy, including each level,
relevant verbs and instructional strategy to
solve a business need
24. The Big Performance Picture
What is is the
challenge/opportunity? Business Needs
What performance will meet
business needs?
Which knowledge, skills and
attitude will enable
performance to meet business
needs
Which objectives will ensure
learners are competent to meet
business needs?
Performance
Competencies
Learning
Goals/Outcomes
Knowledge
Skills
Attitude
25. FYI: Affective Domain
Believe, Practice, Continue to, Carry out
Organize, Select, Judge, Decide,
Identify with
Attain, Assume, Support, Participate
Reply, Answer, Follow along,
Approve, Continue
Listen to, Perceive, Be alert,
Show tolerance of, Obey
Editor's Notes
Taxonomy means classification of learning outcomes/objectives
learning at the higher levels is dependent on having attained prerequisite knowledge and skills at lower levels
The categories can be thought of as degrees of difficulties. Start with simple and become more complex. That is, the first one must be mastered before the next one can take place.
Change from noun to verbs represents more active way of thinking
Creation is at top, represents highest level of learning
Competency is the ability of an individual to perform a job properly.
scholars see "competence" as a combination of knowledge, skills and behavior used to improve performance; or as the state or quality of being adequately or well qualified, having the ability to perform a specific role
Response to a business need