Carter Deloris 830
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This document discusses cultivating an adult learning environment at GF&P, LLC. GF&P is an electroplating company with facilities in Greenwood and Ware Shoals, South Carolina. The author is a senior employee at GF&P who has worked in various roles over six years. The summary discusses how GF&P has incorporated principles of adult learning into training programs and company initiatives like problem solving teams and lean manufacturing to motivate employees and encourage continuous improvement.
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The document discusses diversity training and initiatives in the workplace and their effect on recruiting and retaining a diverse workforce. It presents the widely held beliefs that diversity training is effective for this purpose and benefits business. However, the reality is that while training may achieve a diverse workforce initially, it does little to retain diversity. Few organizations properly evaluate their diversity programs to understand their actual impact. Effective strategies include setting goals, implementing coordinated programs with accountability, and examining company culture.
Hansen-Michael-830
The document discusses measuring and benchmarking the Department of Defense supply chain. It introduces the topic, discusses what others have said and researched about measuring defense supply chains. It synthesizes the findings, noting the main thesis is about relationships within supply chain subtopics. The author reflects on learning how supply chain measurement relates to their own development and the importance of the topic for future human resource development professionals.
Muffett-Larry-830
The document discusses using the HPT (human performance technology) model to analyze a performance gap in using the Raiser's Edge computer software at the Canadian Orthopaedic Foundation. It describes interviews conducted with staff at CANORTH and CJW Consulting to understand current processes and plans to address needs. The HPT model will be used to examine the performance gap through performance analysis, cause analysis, and selection of interventions like training to help close the gap. The goal is to provide CANORTH a comprehensive solution and introduce CJW to the HPT model to expand its service offerings.
scheel-wendy-830
The document discusses a succession planning model designed by Wendy Scheel to address slipping employee retention rates at her organization. The model involves defining critical roles, assessing current employees and their potential, identifying high potentials, and managing performance to develop successors internally. The goal is to build bench strength to ensure the right people are ready for the right jobs at the right time, replacing reactive replacements with proactive succession planning. The intervention will be measured by increases in employee intent to stay scores and readiness of internal candidates for critical roles.
Patel Mita 830
The document discusses using the ADDIE model to design a new orientation program for a university sports medicine department. The ADDIE model includes five phases: analysis, design, development, implementation, and evaluation. The analysis phase identifies the instructional problem and goals. The design and development phases create learning objectives, assessments, and content. The implementation phase trains facilitators and learners. Evaluation consists of formative feedback during the process and summative tests after completion to assess the program.
Johnson Wendy 830
Level I evaluates learners' initial reactions to a course through methods like satisfaction surveys. Level II assesses learning through tests on course objectives. Level III evaluates behavior by comparing pre- and post-assessments on knowledge and observing work, with the goal of measuring improvement. Level IV evaluates long-term business results like productivity and morale increases up to six months later, though attributing changes solely to training can be difficult due to other business factors.
Test
This document outlines a 5 component process for case analysis designed to enhance critical reasoning and decision-making. The process is fluid rather than step-wise and heuristic rather than a checklist. It involves listing issues, perspectives, knowledge, actions, and consequences to analyze a case. More information can be found in the cited references.
Presentation Guide
This document outlines the typical sections of an academic presentation, including an introduction about the presenter and topic, a review of previous literature, an analysis of findings, a reflection on what was learned, and suggestions for future directions. It discusses introducing oneself and one's topic, synthesizing information from sources, considering how the research process impacted one's development, and posing new questions inspired by the project. The presentation template is meant to guide the author in sharing their work and organizing their ideas.
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