Branching scenarios: An efficient learning technique | EasySIM

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Branching Scenarios provide greater understanding by pushing learners to create decisions and watching how they respond to the results of their choices.

Technology

71%
of employees
who believe
that their boss
can identify
their abilities are
more engaged and
enthusiastic at
work. (Gallup)
Companies like Netflix,
Microsoft, Adobe, Deloitte
have already transitioned
away from the traditional
system of assessment, and
many others are following their
lead. (Washington Post, 2015)
Most multiple choice
assessments offer four
possible answers, three of which
are incorrect. That may not be relevant when you want to test a
learner’s decision making processes. Also its essential to
evaluate the knowledge gained using instruments that identify
shifts in behavior.
Branching Scenarios gives deeper insight, challenging the
learners in making a decision and observing how they react
to the consequences.
Whatever learner selects in branching scenarios, it will lead to a
consequence and each consequence produces new challenges
and more choices.
Pre-Assessment
Score
60%
Post-Assessment
Score
95%
4 weeks
spaced
Training
Companies adopting
continuous performance
feedback significantly
outperformed competition
at a 24% higher rate.
(Betterworks, 2020)
MEASURING IMPROVED
PERFORMANCE
AFTER TRAINING
IS LINEAR SEQUENCED
MULTIPLE CHOICE
STILL A RELIABLE
ASSESSMENT METHOD
WHEN USED ALONE?
BRANCHING SCENARIOS
An effective mechanism
EASYSIM PRE AND POST ASSESSMENTS
CHALLENGE CONSEQUENCES
CHOICE
Contact easysim.cloud
Contact Us

Similar to Branching scenarios: An efficient learning technique | EasySIM

Organizational Behavior Eighteenth Edition Chapter 17 Human Resource Policies and Practices Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed: 1) MathType Plugin 2) Math Player (free versions available) 3) NVDA Reader (free versions available) Welcome to this Organizational Behavior course that uses the 18th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered among the most widely used OB textbooks in the world. Robbins and Judge are recognized as definitive aggregators of OB concepts, applications, and practices. The course and this book will provide you with a resource that will benefit you throughout your degree program and your professional life. Chapter 17: Human Resource Policies and Practices 1 Describe the Value of Recruitment Methods Strategic recruiting has become a cornerstone for many companies, in which recruiting practices are developed in alignment with long-term strategic goals. The most effective recruiters—internal or external—are well informed about the job, are efficient in communicating with potential recruits, and treat recruits with consideration and respect. They also use a variety of online tools, including job boards and social media. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. The first stage in any HR program is recruiting, closely followed by selection. A selection system can only be as good as the individuals who apply in the first place. Strategic recruiting has become a cornerstone for many companies, in which recruiting practices are developed in alignment with long-term strategic goals. As for defining “success” in recruiting, most research suggests that the best system attracts candidates who are highly knowledgeable about the job and the organization. Such candidates are likely to have a better fit between their skills and job requirements, and to be more satisfied in the jobs they take. Consistent with these findings, some of the most effective recruiting techniques include internal referrals, internship programs, and other methods that give potential applicants enough information to adequately evaluate the roles they may be occupying. Companies are increasingly turning away from outside recruiting agencies and relying on their own executives and HR professionals for talent searches. The most effective recruiters—internal or external—are well informed about the job, are efficient in communicating with potential recruits, and treat recruits with consideration and respect. They also use a variety of online tools, including job boards and social media, to bring in applications. 2 Identify the Most Useful Substantive Selection Methods (1 of 5) Substantive Selection Written tests Perform ...

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Nine Evaluation of Training Learning Objectives After reading this chapter, you should be able to: · ■ Describe the pros and cons of evaluation and indicate which way to go on the issue. · ■ Explain what process evaluation is, and why it is important. · ■ Describe the interrelationships among the various levels of outcome evaluation. · ■ Describe the costs and benefits of evaluating training. · ■ Differentiate between the two types of cost-effectiveness evaluation (cost savings and utility analysis). · ■ Describe the various designs that are possible for evaluation and their advantages and disadvantages. · ■ Define and explain the importance of internal and external validity (Appendix 9-1).CASE TRAINING DESIGNED TO CHANGE BEHAVIOR AND ATTITUDES1 The city of Palm Desert, California, decided to provide training to improve employees’ attitudes toward their work and to provide them with the skills to be more effective on the job. The two-day seminar involved a number of teaching methods, including a lecture, films, role-plays, and group interaction. Among the topics covered were conflict control, listening, communicating, telephone etiquette, body language, delegation, and taking orders. Throughout the two days, the value of teamwork, creativity, and rational decision making was stressed and integrated into the training. Before the training was instituted, all 55 nonmanagement employees completed a paper-and-pencil questionnaire to measure both their attitudes toward the job and their perception of their job behaviors. Supervisors also completed a questionnaire assessing each of their employees. All 55 employees were told that they would be receiving the same two-day seminar. The first set of 34 employees was chosen at random. The 21 employees who did not take the training immediately became a comparison group for evaluating the training. While the first group of employees was sent to the training, the others were pulled off the job, ostensibly to receive training, but they simply took part in exercises not related to any training. Thus, both groups were treated similarly in every way except for the training. Both groups completed attitude surveys immediately after the trained group finished training. Six months later, both groups completed self-report surveys to measure changes in their job behavior. Their supervisors also were asked to complete a similar behavior measure at the six-month mark. The data provided some revealing information. For the trained group, no changes in attitude or behavior were indicated, either by the self-report or by supervisor-reported surveys. This result was also true (but expected) for the group not trained. Was training a failure in the Palm Desert case? Would the training manager be pleased with these results? Was the evaluation process flawed? These types of issues will be addressed in this chapter. We will refer back to the case from time to time to answer these and other questions.RATIONALE FOR EVALUATION Im ...

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Running head: EXECURTIVE SUMMARY 1 2 EXCUTIVE SUMMARY Executive Summary 2 Covering Week 4 Psyc601, Fall 2017 Tong Yao California State University, San Bernardino Executive Summary 2 The readings assigned last week were chapter two and three from the book titled Performance Management. These two chapters were complementary with class lecture, activity, and a presentation. In class, we have talked about the six stages of performance management in chapter two. There are two important prerequisites came in place before the process of performance management: knowledge organization’s mission and goal, and knowledge of the job through strategic planning. The strategies help the organization to identify their purpose, and help the organizations to reach their goals. Performance planning includes result and behaviors as well as a development plan. Results is the expectations or the outcomes that the organization is aiming for. Performance standards are also important because they provide information about acceptable and unacceptable performance, so that employees can be evaluated on how well they have achieved their goals. Behaviors is measured through competencies, which determines the results. Performance execution comes after the planning. Employees need to commit to the established goals. Feedback and coaching should be ongoing and continues through the process. One way to help with feedback and coaching is to collect and share performance data, and be prepared with performance reviews. Employers need to observe and document performance on a daily basis. Employers should also provide employees with resources and opportunities, and reinforce employees’ outstanding performance. Performance review should focus on the past, present, and future. It is necessary to know what has been done and how, what compensation is received or denied as results, and goals in the future. There are six steps help with conducting productive performance reviews as follows: Identify strength and weakness of employee’s behaviors, give feedback about these behaviors, the importance of changing these behaviors. The Supervisor and employee must agree on the action plan, and set up follow- up meetings. Performance renewal and recontracting is similar with performance planning; however, it is based from previous phases, and performance management cycle restarts after this process. After the lecture on performance management process, a class activity helped to grasp the concepts and apply them in practice. Omega Inc. lacked all of the management process. They must have a job description before performance planning. It also lacked goals, feedback and standard appraisal, so it is important to set formal meetings and set up goals. If the needs are not met, it is important to change the goals at the stage of renewal and recontracting. The presentation on chapt ...

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1. 71% of employees who believe that their boss can identify their abilities are more engaged and enthusiastic at work. (Gallup) Companies like Netflix, Microsoft, Adobe, Deloitte have already transitioned away from the traditional system of assessment, and many others are following their lead. (Washington Post, 2015) Most multiple choice assessments offer four possible answers, three of which are incorrect. That may not be relevant when you want to test a learner’s decision making processes. Also its essential to evaluate the knowledge gained using instruments that identify shifts in behavior. Branching Scenarios gives deeper insight, challenging the learners in making a decision and observing how they react to the consequences. Whatever learner selects in branching scenarios, it will lead to a consequence and each consequence produces new challenges and more choices. Pre-Assessment Score 60% Post-Assessment Score 95% 4 weeks spaced Training Companies adopting continuous performance feedback significantly outperformed competition at a 24% higher rate. (Betterworks, 2020) MEASURING IMPROVED PERFORMANCE AFTER TRAINING IS LINEAR SEQUENCED MULTIPLE CHOICE STILL A RELIABLE ASSESSMENT METHOD WHEN USED ALONE? BRANCHING SCENARIOS An effective mechanism EASYSIM PRE AND POST ASSESSMENTS CHALLENGE CONSEQUENCES CHOICE Contact easysim.cloud Contact Us

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