In this webinar, you will learn how to determine if training is the right solution using the Behavior Engineering Model. By considering each of the key factors that influence performance, you can identify the possible causes of your performance gap and determine whether training can help!
Kforce Personal Development Programme (Willis)Jason Tenebro
The document outlines a training program for Kforce Global Solutions employees. The mission is to improve soft skills and professionalism through a 6-hour classroom training program. It will take place over 3 days for 2 hours each day. The vision is to prepare employees for changes and make them more competent communicators. A timeline, directives, limitations, and deliverables are provided. Objectives include improving skills, promoting competency, effective presenting and writing. Strengths, weaknesses, opportunities and threats are analyzed. A root cause analysis process and call behavior goals are defined. Training topics and a program evaluation are included to support continuous improvement.
This document outlines the agenda for an employee training and development class. The instructor, Sean Serrao, introduces himself and reviews the syllabus. [The class will] discuss chapter 1, complete a weekly homework assignment on self-efficacy in the workplace, form groups for a final project, and take a chapter 1 quiz. The chapter introduces key concepts like the role of training, types of organizational capital, and the training design process.
The document discusses employee training and development. It begins by outlining the objectives of learning in the workplace and its impact on organizational performance. It then describes the process of learning, including preparing development plans, designing training, assessing training, and ensuring transfer of learning. Various methods for meeting learning needs are discussed, such as in-house training, external courses, coaching, mentoring, and e-learning. The importance of needs assessment, learning preferences, readiness, and evaluation are covered. Finally, it discusses emerging roles for learning and development professionals in managing workspaces and focusing on workplace learning experiences.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
Social development club is a leading course content provider of India with a key focus on skilling courseware development. We deliver complete package required to deliver the Skill development program effectively. We develop NCVT and SSC aligned courses of all the domains and for all the schemes.
Contact: sdccourses@gmail.com, http://www.socialdevelopment.club
L&D's Role in Closing the Soft Skills GapBizLibrary
Organizations have tried all types of approaches to fill the soft skills gap. They’ve gone on hiring sprees, brought in consultants and even administered lengthy tests to candidates before hiring — but to little avail, as those gaps remain. What’s the next step? What are these organizations missing?
Training. Upskilling current employees is the most effective and cost-efficient way to bridge skill gaps and create an organization that’s ready for the future. But it doesn’t take just any kind of training.
Join us for this complimentary Training Industry webinar, sponsored by BizLibrary. Katie Miller will discuss the best training strategies to use when looking to close your employees’ soft skills gaps.
Kforce Personal Development Programme (Willis)Jason Tenebro
The document outlines a training program for Kforce Global Solutions employees. The mission is to improve soft skills and professionalism through a 6-hour classroom training program. It will take place over 3 days for 2 hours each day. The vision is to prepare employees for changes and make them more competent communicators. A timeline, directives, limitations, and deliverables are provided. Objectives include improving skills, promoting competency, effective presenting and writing. Strengths, weaknesses, opportunities and threats are analyzed. A root cause analysis process and call behavior goals are defined. Training topics and a program evaluation are included to support continuous improvement.
This document outlines the agenda for an employee training and development class. The instructor, Sean Serrao, introduces himself and reviews the syllabus. [The class will] discuss chapter 1, complete a weekly homework assignment on self-efficacy in the workplace, form groups for a final project, and take a chapter 1 quiz. The chapter introduces key concepts like the role of training, types of organizational capital, and the training design process.
The document discusses employee training and development. It begins by outlining the objectives of learning in the workplace and its impact on organizational performance. It then describes the process of learning, including preparing development plans, designing training, assessing training, and ensuring transfer of learning. Various methods for meeting learning needs are discussed, such as in-house training, external courses, coaching, mentoring, and e-learning. The importance of needs assessment, learning preferences, readiness, and evaluation are covered. Finally, it discusses emerging roles for learning and development professionals in managing workspaces and focusing on workplace learning experiences.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
Social development club is a leading course content provider of India with a key focus on skilling courseware development. We deliver complete package required to deliver the Skill development program effectively. We develop NCVT and SSC aligned courses of all the domains and for all the schemes.
Contact: sdccourses@gmail.com, http://www.socialdevelopment.club
L&D's Role in Closing the Soft Skills GapBizLibrary
Organizations have tried all types of approaches to fill the soft skills gap. They’ve gone on hiring sprees, brought in consultants and even administered lengthy tests to candidates before hiring — but to little avail, as those gaps remain. What’s the next step? What are these organizations missing?
Training. Upskilling current employees is the most effective and cost-efficient way to bridge skill gaps and create an organization that’s ready for the future. But it doesn’t take just any kind of training.
Join us for this complimentary Training Industry webinar, sponsored by BizLibrary. Katie Miller will discuss the best training strategies to use when looking to close your employees’ soft skills gaps.
The document discusses career development as a fifty-year process, providing keys to career success and advice for managing one's career over the long term. It emphasizes that behavioral skills are more important than technical skills for career success. It also outlines processes for presenting yourself, managing information, presenting ideas, acquiring skills, and addressing conflicts. The document stresses that career development is lifelong and one must continually learn, gain experience, and adapt to changes over the decades.
This document provides guidance on using the STAR technique to prepare for job applications and interviews. It begins with learning outcomes around unpacking job ads, understanding the STAR approach, and practicing its use. It then covers an overview of a presentation on using STAR effectively in interviews, how to read job ads and selection criteria, and student activities to identify skills and practice the STAR method. Finally, it discusses the application process, types of interview questions, and tips for assessing fit with an employer.
Training and development is required for each and every employee in the organization, in this lesson, we have thrown light on various techniques and tools to improve the skills of employees
The document provides guidance on selecting a learning management system (LMS) by outlining a 5-step process: 1) define business needs, 2) determine audience, 3) determine learning culture, 4) define building blocks of content, process and technology, and 5) define key LMS components like structured learning, talent management, and knowledge management. It emphasizes connecting an LMS selection to business goals and testing a vendor's ability to meet organizational needs.
Make a Hard Core Impact with Soft Skills Training | Webinar 07.23.15BizLibrary
Soft skills are at the very heart of professional and organizational success. However, many organizations struggle to deliver impactful and effective soft skills training. The reasons vary from organization to organization. Many of the reasons are rooted in the complexities associated with the development of the skills themselves which, in turn, leads to complex challenges with measuring the business benefits to soft skills training.
www.bizlibrary.com
Employability skills of young graduates | MCB – An employer of choiceMCB
Employability skills of young graduates
Overview of the MCB
MCB Vision and Values
MCB Core Activities & Support functions
Career Opportunities at MCB
MCB and its people
Next Steps for you
Training and development refers to educating employees within a company to increase productivity, improve quality, lessen employee turnover, and decrease costs and errors. There are several types of training including supervisor training, organizational development training, and interpersonal skills development training. The training and development process consists of five overlapping processes: needs assessment, motivation, design, delivery, and evaluation. Effective training design involves defining objectives, outlining content, developing activities, preparing materials, and determining evaluation and follow-up. Models like ADDIE provide a framework for the design and implementation of training programs.
This document discusses different types of skills, including job skills, soft skills, technical skills, and personal skills. It provides examples for each type of skill such as communication, problem solving, computer programming, leadership, and self-motivation. It also discusses how skills can be acquired through education, training, work experience, and personal development. Finally, it emphasizes that employers value skills like communication, teamwork, initiative, and adaptability in all industries.
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
This document provides guidance on building an employee development curriculum. It discusses that curriculums should be aligned to business needs and capabilities required to achieve goals. A case study is presented of a company that was asked to create a curriculum after an employee survey showed development was needed. The document outlines conducting a gap analysis between current and needed skills, prioritizing areas of focus, developing and implementing courses, and measuring outcomes through pilots. It emphasizes stakeholder management, communicating progress, and documenting decisions throughout the process.
Social Media and Corporate learning & developmentGautam Ghosh
Training departments are often questioned for their lack of ROI and effectiveness. They focus too much on efficiency metrics like number of trainings rather than outcomes. Training should link to business needs by understanding skills gaps, engaging line managers, and ensuring learning transfers to improved workplace performance. Social technologies can help by facilitating learning communities, access to expertise, and collaboration between trainings and on the job.
Learning Solutions and Your Product Launch: How a Curriculum Drives Success (...Bottom-Line Performance
The document provides an overview of a curriculum designed to support a product launch. It begins with introductions and establishing why attendees are there - to learn about creating an effective product launch training. It then discusses what a curriculum is, how it can help with skills, knowledge and confidence, and what factors must be considered in developing a curriculum, such as the product, goals, audience and circumstances. Examples are given of curriculums developed using a three-phase framework of pre-launch, launch meeting, and post-launch support. The document concludes with strategies for long-term retention and rules for a better product launch.
This document discusses the development of a digital toolkit to help apprenticeship providers navigate the new apprenticeship standards in England. It provides an overview of the toolkit, which is structured around the apprenticeship journey and highlights where technology can improve learning delivery and business processes. The toolkit is still in prototype form and feedback is being gathered to inform its further development. Interviews with stakeholders have uncovered pain points around apprenticeship delivery, and the toolkit aims to provide guidance on applying digital technologies to address these challenges. Next steps include sharing the draft version for consultation to identify any gaps that should be covered.
The document provides information about the Professional People Development Academy (PPDA), a project management company that provides skills development solutions. It discusses PPDA's project management approach, which includes project planning, recruitment, training delivery, workplace experience, and placement. It also describes PPDA's use of succession planning, appointment of training providers, and management of workplace experience and placement aspects of skills development projects. The document is intended to provide an overview of PPDA's services and project management model for skills development initiatives.
PPDA is a project management company that provides turnkey solutions in various specialist fields including human resource management, training, property management, valuation, and cleaning services. It is led by Adv. Job Moraka who has extensive experience in strategic and operational management. PPDA uses a structured project management approach and works with qualified experts and technical partners to implement projects for clients.
The only guide you’ll need to finding perfect e learning partnerAnkur Rimjhim
The document provides guidance on finding the right eLearning partner to meet business needs. It outlines key considerations when evaluating potential partners, including whether they can provide scalability, faster turnaround times, and expertise in various skills and tools. When starting the process, it's important to evaluate a partner's local vs offshore capabilities, ability to work with multiple specialists, and cultural fit for collaborating across time zones. Steps for evaluating partners include finding references, assessing their process maturity and innovation culture, understanding team size flexibility, and being a collaborative customer. The goal is establishing a long-term partnership with a provider that can solve complex problems simply and architect reusable solutions.
This document discusses training needs assessment and techniques. It covers:
1. Training needs assessment involves analyzing organizational, task, and person factors to determine what training is needed. Key steps are organizational analysis to assess business strategy and resources, task analysis to identify required skills, and person analysis to identify who needs training.
2. Common needs assessment techniques include interviews, focus groups, questionnaires, observation, and documentation review. Each has advantages and disadvantages for collecting different types of data.
3. The needs assessment process involves determining organizational support for training, analyzing person characteristics like readiness to learn, analyzing job tasks and skill requirements, and identifying performance gaps that training can address.
Trigger Strategies - How to Develop an Effective Training Program, That Produ...Neil Thornton HBA, MA
A report based on over 20 years of training experience; what works and what is a complete waste of time when it comes to training in the business world
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
Secrets of a Successful Sale: Optimizing Your Checkout ProcessAggregage
https://www.onlineretailtoday.com/frs/26905197/secrets-of-a-successful-sale--optimizing-your-checkout-process
Once upon a time, in the vast realm of online commerce, there lived a humble checkout button overlooked by many. Yet, within its humble click lay the power to transform a mere visitor into a loyal customer. 🧐 💡
Getting checkout right can mark the difference between a successful sale and an abandoned cart, yet many businesses fail to make payments a part of their commerce strategy even when it has a direct impact on revenue. But payments are just one part of a chain. What’s the next touch point? How do you use the data sitting behind a payment to find the next loyal customer?
In this session you’ll learn:
• The integral relationship between payment experience and customer satisfaction
• Proven methods for optimizing the checkout journey
• Leveraging payments data for personalized marketing and enhanced customer loyalty
• Gain invaluable insights into consumer behavior across online and offline channels through data
The document discusses career development as a fifty-year process, providing keys to career success and advice for managing one's career over the long term. It emphasizes that behavioral skills are more important than technical skills for career success. It also outlines processes for presenting yourself, managing information, presenting ideas, acquiring skills, and addressing conflicts. The document stresses that career development is lifelong and one must continually learn, gain experience, and adapt to changes over the decades.
This document provides guidance on using the STAR technique to prepare for job applications and interviews. It begins with learning outcomes around unpacking job ads, understanding the STAR approach, and practicing its use. It then covers an overview of a presentation on using STAR effectively in interviews, how to read job ads and selection criteria, and student activities to identify skills and practice the STAR method. Finally, it discusses the application process, types of interview questions, and tips for assessing fit with an employer.
Training and development is required for each and every employee in the organization, in this lesson, we have thrown light on various techniques and tools to improve the skills of employees
The document provides guidance on selecting a learning management system (LMS) by outlining a 5-step process: 1) define business needs, 2) determine audience, 3) determine learning culture, 4) define building blocks of content, process and technology, and 5) define key LMS components like structured learning, talent management, and knowledge management. It emphasizes connecting an LMS selection to business goals and testing a vendor's ability to meet organizational needs.
Make a Hard Core Impact with Soft Skills Training | Webinar 07.23.15BizLibrary
Soft skills are at the very heart of professional and organizational success. However, many organizations struggle to deliver impactful and effective soft skills training. The reasons vary from organization to organization. Many of the reasons are rooted in the complexities associated with the development of the skills themselves which, in turn, leads to complex challenges with measuring the business benefits to soft skills training.
www.bizlibrary.com
Employability skills of young graduates | MCB – An employer of choiceMCB
Employability skills of young graduates
Overview of the MCB
MCB Vision and Values
MCB Core Activities & Support functions
Career Opportunities at MCB
MCB and its people
Next Steps for you
Training and development refers to educating employees within a company to increase productivity, improve quality, lessen employee turnover, and decrease costs and errors. There are several types of training including supervisor training, organizational development training, and interpersonal skills development training. The training and development process consists of five overlapping processes: needs assessment, motivation, design, delivery, and evaluation. Effective training design involves defining objectives, outlining content, developing activities, preparing materials, and determining evaluation and follow-up. Models like ADDIE provide a framework for the design and implementation of training programs.
This document discusses different types of skills, including job skills, soft skills, technical skills, and personal skills. It provides examples for each type of skill such as communication, problem solving, computer programming, leadership, and self-motivation. It also discusses how skills can be acquired through education, training, work experience, and personal development. Finally, it emphasizes that employers value skills like communication, teamwork, initiative, and adaptability in all industries.
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
This document provides guidance on building an employee development curriculum. It discusses that curriculums should be aligned to business needs and capabilities required to achieve goals. A case study is presented of a company that was asked to create a curriculum after an employee survey showed development was needed. The document outlines conducting a gap analysis between current and needed skills, prioritizing areas of focus, developing and implementing courses, and measuring outcomes through pilots. It emphasizes stakeholder management, communicating progress, and documenting decisions throughout the process.
Social Media and Corporate learning & developmentGautam Ghosh
Training departments are often questioned for their lack of ROI and effectiveness. They focus too much on efficiency metrics like number of trainings rather than outcomes. Training should link to business needs by understanding skills gaps, engaging line managers, and ensuring learning transfers to improved workplace performance. Social technologies can help by facilitating learning communities, access to expertise, and collaboration between trainings and on the job.
Learning Solutions and Your Product Launch: How a Curriculum Drives Success (...Bottom-Line Performance
The document provides an overview of a curriculum designed to support a product launch. It begins with introductions and establishing why attendees are there - to learn about creating an effective product launch training. It then discusses what a curriculum is, how it can help with skills, knowledge and confidence, and what factors must be considered in developing a curriculum, such as the product, goals, audience and circumstances. Examples are given of curriculums developed using a three-phase framework of pre-launch, launch meeting, and post-launch support. The document concludes with strategies for long-term retention and rules for a better product launch.
This document discusses the development of a digital toolkit to help apprenticeship providers navigate the new apprenticeship standards in England. It provides an overview of the toolkit, which is structured around the apprenticeship journey and highlights where technology can improve learning delivery and business processes. The toolkit is still in prototype form and feedback is being gathered to inform its further development. Interviews with stakeholders have uncovered pain points around apprenticeship delivery, and the toolkit aims to provide guidance on applying digital technologies to address these challenges. Next steps include sharing the draft version for consultation to identify any gaps that should be covered.
The document provides information about the Professional People Development Academy (PPDA), a project management company that provides skills development solutions. It discusses PPDA's project management approach, which includes project planning, recruitment, training delivery, workplace experience, and placement. It also describes PPDA's use of succession planning, appointment of training providers, and management of workplace experience and placement aspects of skills development projects. The document is intended to provide an overview of PPDA's services and project management model for skills development initiatives.
PPDA is a project management company that provides turnkey solutions in various specialist fields including human resource management, training, property management, valuation, and cleaning services. It is led by Adv. Job Moraka who has extensive experience in strategic and operational management. PPDA uses a structured project management approach and works with qualified experts and technical partners to implement projects for clients.
The only guide you’ll need to finding perfect e learning partnerAnkur Rimjhim
The document provides guidance on finding the right eLearning partner to meet business needs. It outlines key considerations when evaluating potential partners, including whether they can provide scalability, faster turnaround times, and expertise in various skills and tools. When starting the process, it's important to evaluate a partner's local vs offshore capabilities, ability to work with multiple specialists, and cultural fit for collaborating across time zones. Steps for evaluating partners include finding references, assessing their process maturity and innovation culture, understanding team size flexibility, and being a collaborative customer. The goal is establishing a long-term partnership with a provider that can solve complex problems simply and architect reusable solutions.
This document discusses training needs assessment and techniques. It covers:
1. Training needs assessment involves analyzing organizational, task, and person factors to determine what training is needed. Key steps are organizational analysis to assess business strategy and resources, task analysis to identify required skills, and person analysis to identify who needs training.
2. Common needs assessment techniques include interviews, focus groups, questionnaires, observation, and documentation review. Each has advantages and disadvantages for collecting different types of data.
3. The needs assessment process involves determining organizational support for training, analyzing person characteristics like readiness to learn, analyzing job tasks and skill requirements, and identifying performance gaps that training can address.
Trigger Strategies - How to Develop an Effective Training Program, That Produ...Neil Thornton HBA, MA
A report based on over 20 years of training experience; what works and what is a complete waste of time when it comes to training in the business world
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
Secrets of a Successful Sale: Optimizing Your Checkout ProcessAggregage
https://www.onlineretailtoday.com/frs/26905197/secrets-of-a-successful-sale--optimizing-your-checkout-process
Once upon a time, in the vast realm of online commerce, there lived a humble checkout button overlooked by many. Yet, within its humble click lay the power to transform a mere visitor into a loyal customer. 🧐 💡
Getting checkout right can mark the difference between a successful sale and an abandoned cart, yet many businesses fail to make payments a part of their commerce strategy even when it has a direct impact on revenue. But payments are just one part of a chain. What’s the next touch point? How do you use the data sitting behind a payment to find the next loyal customer?
In this session you’ll learn:
• The integral relationship between payment experience and customer satisfaction
• Proven methods for optimizing the checkout journey
• Leveraging payments data for personalized marketing and enhanced customer loyalty
• Gain invaluable insights into consumer behavior across online and offline channels through data
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Beyond the Basics of A/B Tests: Highly Innovative Experimentation Tactics You...Aggregage
This webinar will explore cutting-edge, less familiar but powerful experimentation methodologies which address well-known limitations of standard A/B Testing. Designed for data and product leaders, this session aims to inspire the embrace of innovative approaches and provide insights into the frontiers of experimentation!
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Unlocking Employee Potential with the Power of Continuous FeedbackAggregage
https://www.humanresourcestoday.com/frs/26832980/unlocking-employee-potential-with-the-power-of-continuous-feedback
Recent studies show that only 21% of employees feel their performance and growth are within their control. What if the answer to employee development and high performance lies elsewhere?
Enter continuous feedback. Imagine a work environment where feedback isn't a dreaded annual event, but a constant source of growth. Join us to discover how ongoing, actionable feedback empowers your team to take ownership of their performance, boosting engagement and development. After all, when surveyed, almost all employees say they want and crave timely feedback!
Objectives:
• Navigate employee challenges with feedback and equip yourself with effective delivery methods.
• Learn how to cultivate a thriving workforce through frequent feedback conversations.
• Gain practical strategies to turn you into a feedback pro, improving communication, empowering your team, and unlocking employee potential.
The Key to Sustainable Energy Optimization: A Data-Driven Approach for Manufa...Aggregage
Join us for a practical webinar, hosted by Kevin Kai Wong of Emergent Energy, where we'll explore how leveraging data-rich energy management solutions can drive operational excellence in the evolving landscape of energy intelligence and sustainability in manufacturing!
From Awareness to Action: An HR Guide to Making Accessibility AccessibleAggregage
https://www.humanresourcestoday.com/frs/26293486/from-awareness-to-action--an-hr-guide-to-making-accessibility-accessible
Making accessibility accessible for organizations of all sizes may seem complex, but it doesn’t have to be.
Prepare to broaden your understanding of Disability, Cultural Competency, and Inclusion with this insightful webinar. We’ll explore disability as a vibrant culture, understand the nuances of reasonable accommodations under the ADA, and navigate the complexities of undue hardship while challenging the status quo of accessibility practices. This session will offer practical strategies for creating a company culture of accessibility, ranging from cost-effective initiatives to moderate investments, ensuring an environment where every individual feels valued, respected, and included.
We'll cover:
• Introduction to Disability, Cultural Competency, and Inclusion
• Defining reasonable accommodation and undue hardship
• The power of intention in inclusion and how to empower employees with disabilities
• Types of accessibility
• How to create a company culture of accessibility at any size
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...Aggregage
https://www.productmanagementtoday.com/frs/26795801/the-path-to-product-excellence--avoiding-common-pitfalls-and-enhancing-communication
In the fast-paced world of digital innovation, success is often accompanied by a multitude of challenges - like the pitfalls lurking at every turn, threatening to derail the most promising projects. But fret not, this webinar is your key to effective product development!
Join us for an enlightening session to empower you to lead your team to greater heights. Through compelling storytelling and actionable insights, learn to overcome challenges like misaligned objectives, communication breakdowns, and resistance to change.
Takeaways:
• Uncover and navigate through common pitfalls that are plaguing product teams today.
• Explore proven solutions, laying the groundwork for triumphant product launches.
• Gain inspiration from real-world success examples from top digital companies, offering invaluable insights into their winning strategies.
• Discover how the symbiotic relationship between product managers, UX/UI designers, and developers can transform pitfalls into opportunities, propelling your product outcomes to unprecedented heights.
How to Leverage Behavioral Science Insights for Direct Mail SuccessAggregage
Join Neal Boornazian and Nancy Harhut to discover proven, actionable strategies to leverage behavioral science in your direct mail today, and leave this webinar with a competitive advantage that lets you easily boost your engagement and response rates!
Sales & Marketing Alignment: How to Synergize for SuccessAggregage
While many B2B organizations continue to struggle with aligning their marketing and sales teams, they can take practical steps to unify both teams and simplify their approach. In this webinar, Carlos Hidalgo, CEO of Digital Exhaust and B2B expert, will show you how to solve your company's alignment troubles to meet organizational growth objectives!
How Automation is Driving Efficiency Through the Last Mile of ReportingAggregage
https://www.corporatefinancebrief.com/frs/26690636/how-automation-is-driving-efficiency-through-the-last-mile-of-reporting
As organizations strive for agility and efficiency, it's imperative for finance leaders to embrace innovative technologies and redefine traditional processes. Join us as we explore the pivotal role of digitalization and automation in reshaping what is commonly referred to as the “last mile of reporting”.
We’ll deep-dive into why digitalization is no longer a choice, but a necessity for finance departments to stay competitive in a fast-paced environment touching on:
• 2024 trends for the Office of the CFO: A review of today’s automation revolution within the finance department as it faces evolving internal and external challenges.
• Leveraging automation for efficiency and accuracy: Learn how automation tools and technologies can streamline repetitive tasks, reduce manual errors, and free up valuable resources for more strategic initiatives.
• Enhancing transparency and stakeholder confidence: See how robust disclosure management practices contribute to increased transparency, fostering trust among stakeholders, including investors, regulators, and internal decision-makers.
• Overcoming challenges and embracing change: Gain practical strategies and best practices for overcoming common barriers to digital transformation within finance departments and learn how to effectively manage change to maximize the benefits of automation.
Planning your Restaurant's Path to ProfitabilityAggregage
Join James Kahler, COO of Full Course, in this new session all about where to spend and where to save when operating and expanding your restaurant for maximum profitability!
The Engagement Engine: Strategies for Building a High-Performance CultureAggregage
https://www.humanresourcestoday.com/frs/26766735/the-engagement-engine--strategies-for-building-a-high-performance-culture
Many companies strive for a positive culture with happy employees. But what if you could achieve more? High-performing cultures are the McLarens of the business world, leaving Camrys in the dust. They unlock exceptional results by fostering innovation, engagement, and continuous growth.
In this webinar, we'll demystify the concept and provide practical steps to kickstart the journey toward a high-performing culture in your organization. Drawing on research and real-world examples, we'll discuss the fundamental elements that contribute to such a culture, including trust, feedback loops, and fostering curiosity and growth mindsets. You'll learn how to transform your company from a reliable work environment into an engine for peak performance.
Join us to discover:
• The High-Performance Difference: We'll explore the key characteristics that set high-performing cultures apart. These cultures attract and retain top talent who crave a dynamic and stimulating work environment. Leaders set the tone by embodying company values and inspiring employees with a clear vision.
• Building the Foundation: We'll break down the essential building blocks for a high-performing culture. This includes fostering psychological safety and trust, where employees feel comfortable taking risks and learning from mistakes. Clear goals and focused roadmaps keep everyone aligned, while roadblocks are identified and removed to empower teams to thrive.
• A Culture of Growth: High-performing cultures go beyond simply measuring numbers. They embrace a growth mindset, constantly seeking to learn and improve. This includes a commitment to open and honest feedback, delivered in a way that motivates and develops employees.
Driving Business Impact for PMs with Jon HarmerAggregage
https://www.productmanagementtoday.com/frs/26551585/driving-business-impact-for-pms
Move from feature factory to customer outcomes and drive impact in your business!
This session will provide you with a comprehensive set of tools to help you develop impactful products by shifting from output-based thinking to outcome-based thinking. You will deepen your understanding of your customers and their needs as well as identifying and de-risking the different kinds of hypotheses built into your roadmap. Understand how your work contributes to your company's strategy and learn to apply frameworks to ensure your features solve user problems that drive business impact.
Learning objectives:
• Learn how to prioritize the most impactful opportunities: Identify the most impactful opportunities using Impact Mapping and other framing techniques, shift from output orientation to outcome/impact orientation.
• Grow your user empathy skills: Better understand users and the problem space they are working in through Journey Maps that are customized for Product Managers.
• Understand the risks and hypotheses built into your roadmap: By making explicit the different hypotheses in your plan and identifying the riskiest ones, you will be able to quickly validate the riskiest assumptions and improve your outcomes.
• Create actual artifacts for your products: With the practical experience provided in this session, apply these tools to real-world product management scenarios to build journey and impact maps for actual users & products.
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Aggregage
Empower yourself as a project manager with insights that directly influence the financial landscape and strategic direction of your organization!
Join us for a deep dive into the world of financial strategy, as we dissect key metrics that drive CFOs and business leaders’ investment decisions. This session will equip you with the necessary tools to craft compelling business cases as well as a comprehensive understanding of the crucial distinction between capital expenditure and operational expenditure, and its profound impact on financial statements.
During this webinar, we’ll cover the following:
• Three Critical Metrics: Net Present Value (NPV), Internal Rate of Return (IRR), and Payback Period
• Why tracking capital spend is important
• How project spend classification shapes the portrayal on an income statement
• Classification of capital expenditure (CapEx) versus. operational expenditure (OpEx), and its impact on financial statements and EBITDA
The Retention Ripple Effect: Nonprofit Staff and Donor DynamicsAggregage
https://www.nonprofittech.com/frs/26320757/the-real-nonprofit-retention-issue---it-s-not-what-you-think
Across the nonprofit sector, organizations invest heavily in donor retention efforts, yet the struggle of cultivating lasting relationships remains. While attracting new donors is crucial, the lack of repeat donors poses significant financial risks.
Through a comprehensive analysis of industry data, experts argue that there is a direct correlation between donor burnout, donor retention, and the talent retention crisis. By unpacking this relationship, we emphasize the importance of cultivating a dedicated workforce to enhance donor retention and drive sustainable growth. 📈
Industry experts Andrew Olsen and Kat Landa will explore:
• A data-driven analysis of the current retention crisis in the nonprofit sector 📊
• How talent retention and donor retention challenges faced by nonprofit organizations go hand in hand 🤝
• The key role of organizational leaders in addressing the retention crisis head on 🔑
• Actionable strategies to combat the retention crisis and foster long-term donor relationships 💡
Breaking the Burnout Cycle: Empowering Managers for ExcellenceAggregage
https://www.humanresourcestoday.com/frs/26375534/breaking-the-burnout-cycle--empowering-managers-for-excellence
In the fast-paced world of work, burnout has emerged as a critical issue. Alarming statistics reveal two in five U.S. workers experience feeling burned out. However, the situation is even more dire among managers, with nearly half reporting burnout, often hidden behind their responsibilities and the desire to uplift their teams. Recognizing the severity of this problem is crucial. Join Bonusly’s Head of People, Adri Glover, and Sr. People Partner, Mollie Hinz, as we delve into the unique challenges faced by managers and provide actionable insights for addressing and preventing manager burnout.
We will not only explore the distinct signs of manager burnout but also how to identify the warning signals. We will share practical strategies for alleviating manager burnout and discuss how prioritizing the well-being of your managers will, in turn, enhance team performance and culture.
In this webinar you will learn:
• Recognizing Warning Signs: Understand and identify the four key warning signs of manager burnout.
• Practical Strategies for Alleviation: Gain insights into data-backed methods for managing burnout.
• Turning Burnout into Engagement: Explore how prioritizing the well-being of managers can lead to stronger team performance and company culture, turning burnout into an opportunity for growth and resilience.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Is Training the Right Solution?
1. IS TRAINING THE
RIGHT SOLUTION?
Live Webinar
featuring: Tim Buteyn, President of ThinkingKap
Learning Solutions &
Becky Lucas, CPT
August 17th, 2023
9:30am PDT, 12:30pm EDT, 5:30pm BST
Tara Dwyer
eLearning Learning
moderated by
2. Started and run by a successful group of digital media
entrepreneurs, Aggregage Is reimagining and building out
the next generation of business media in a way that meets
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Learn more at
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3. Having audio issues?
Try dialing in!
TO USE YOUR TELEPHONE:
Dial: +1 646 558 8656
Webinar ID: 865 9834 1174
Webinar Passcode: 659443
This information can also be found In your
Zoom Webinar confirmation email.
Have questions for
our panelist?
Use the Q&A Panel to engage with
our panelists!
4. TIM BUTEYN & BECKY LUCAS
IS TRAINING THE RIGHT SOLUTION?
7. What We’ll do Today
LEARN about the key factors that impact
performance.
IDENTIFY which factors can be influenced by
training.
DISCOVER how to evaluate the role of training in
the solution to address your performance gap.
8. Is Training the Right Solution?
TRAINING CAN’T
FIX EVERYTHING
9. There is a new app for service
technicians to document their service
calls. The app is very simple to use.
Technicians are using the app, but only
13% of documented calls include a
customer signature.
Should you create a short training
module showing technicians how to
capture customer signatures?
Consider this…
10. The Purpose of Training
To prepare employees to meet the
requirements of their jobs
• Increased awareness
• Knowledge
• Skills
11. Training and Performance
• Used as a cure-all to fix performance issues
• Does not address all the factors that influence
performance
• Recognize when training is not a good solution
13. The Six Boxes™ Model
The Six Boxes™ Model
1. Expectations and
Feedback
2. Tools and
Resources
3. Consequences and
Incentives
4. Skills and
Knowledge
5. Selection and
Assignment
(capacity)
6. Motives and
Preferences
(attitude)
14. How We Can Use the Six Boxes™ Model
The Six Boxes™ Model
Expectations and
Feedback
Tools and Resources
Consequences and
Incentives
Skills and Knowledge
Selection and
Assignment
(capacity)
Motives and
Preferences
(attitude)
15. The Process
• Determine whether each factor is adequately
addressed.
• Determine whether training can address the gaps.
• If so, develop appropriate training solution in
partnership with the client.
• If not, advise the customer to investigate other
solutions.
16. Is Training the Right Solution?
CAN TRAINING
MOVE THE NEEDLE?
17. Using the Six Boxes Model
The Six Boxes™ Model
Expectations and
Feedback
Tools and Resources
Consequences and
Incentives
Skills and Knowledge
Selection and
Assignment
(capacity)
Motives and
Preferences
(attitude)
19. Team leads are tasked with listening
to calls to evaluate agents’
performance and provide coaching.
This is not happening as often as
managers would like.
A focus group is set up to find out
why coaches are not monitoring
calls more frequently.
Consider this…
20. Do employees know
what’s expected of
them and how their
performance
compares to those
expectations?
22. • Clear description of expectations
• Access to relevant guidelines
• Regular feedback on performance
What Employees Need
23. Can Training Close the Gap?
No. If employees don’t know what is
expected of them and don’t realize their
performance is sub-standard, it’s too
premature to think about training.
25. Do employees have
the tools, resources,
and facilities
required to achieve
the desired
performance?
26. Agents are expected to document
customer issues and resolutions.
There has been a downturn in the
documentation rate.
Some agents are reporting system
crashes when trying to save call
notes.
Consider this…
27. Tools and Resource Examples
• Time
• Computer equipment and software
• Tools and equipment
• Processes and procedures
• Access to specialists/expert advisors
• Appropriate work environment
28. Can Training Close the Gap?
No. If employees don’t have the right tools to
do the job, or something in the environment
is hindering completion of the required tasks,
no amount of training will help them
overcome that.
31. There seem to be plenty of leads,
but individual sales goals are not
being met.
Refresher training on how to close a
sale has been suggested
The current incentive structure
rewards sales reps based on the
number of leads they pursue.
Consider this…
35. A survey captures customer
satisfaction scores.
Despite an incentive program
that rewards top-scoring agents,
employees are still not meeting
the desired goal.
Agents feel pressure to get
customers off the phone quickly.
Consider this…
37. • Attitude
• Personal preferences (type of work,
available incentives, etc.)
• Company culture
• Work environment
What Impacts Motivation Levels
38. Can Training Close the Gap?
No. If employees are not properly motivated
to do their job, training is not going to make
them want to perform better.
44. • Soft skills (leadership, communication)
• Subject knowledge
• How to use tools & resources
• Experience
Examples of Skills and Knowledge
45. A new software system has been
implemented to document customer
contacts.
Business process and performance
expectations are not changing, but
the new software is very different.
Consider this…
46. Can Training Close the Gap?
Yes. Training is intended to help employees
develop the skills and knowledge they need
to do the job.
But…
…training should be engaging, relevant, and
require participation from the learner.
47. Training is not the
best solution
Training is only part of
the solution
Training with support
can close the gap
What is the Role of Training in my Solution?
49. What We Covered Today
Training cannot fix everything, and it’s
important to recognize when training is not a
good solution
The factors that influence performance
defined by the Six Boxes Model™
How to use the model to determine if training is
a viable solution
Even if there is a skills or knowledge gap,
training may be just one part of the solution
(2:00) T
OK, welcome to How to Decide if training is the right solution to address your performance gap. As trainers, it’s easy to think training…training…training…any time there’s a performance issue. However, there are other factors that could be involved, which could either lessen the benefit of training, or possibly even render it ineffective. Finding performance gaps and determining when training is the right solution is what we’ll be diving into during this webinar.
(2:40) T
Key Discussion Points:
Before we get started, I want to thank Becky for participating today. She and I have worked together for many years, and she was actually the one who introduced me to this topic years ago. So, she’s a great resource to have on our call.
A bit about ThinkingKap before we begin, we help businesses meet their training goals either by serving as their training department, or supplementing an existing team.
And over the years we’ve been fortunate enough to win a number of awards. We’ve won the Articulate guru awards multiple times for scenario-based training, and in 2021 we had a cover article as one of the top corporate training companies.
But enough about us, you came here to talk about when training is the right solution to address performance gaps in your organization.
(3:40) T
Key Discussion Points:
OK, what are we going to cover today? We’re going to:
LEARN about the key factors that impact performance.
IDENTIFY which factors can be influenced by training.
DISCOVER how to evaluate the role of training in the solution to address your performance gap.
(4:00) T
Key Discussion Points:
As training professionals, we all strive to deliver the best solutions we can, but does that always mean training? That’s what we’re here to discuss today.
(4:10) T
Key Discussion Points:
So, consider this situation…
You’ve just rolled out a new app for service technicians to document their service calls.
Although no formal training has been provided, the app is very simple to use.
As expected, technicians are consistently using the app to document their service calls, but only 13% of documented calls include a customer signature. Unfortunately, you were expecting a much higher percentage.
In response to this, someone suggests putting together a short training module showing technicians how to capture customer signatures.
Is this an appropriate solution?
I know we’ve just gotten started, but I’m gonna throw this to you all. In the Q&A box, answer whether you think training is the right way to address this performance gap?
The question really comes down to…have users been informed that they’re expected to capture customer signatures? If not, and considering the app is so easy to use, training would be a waste. A simple communication documenting expectations would be a simpler and more effective strategy.
(5:40) T
Key Discussion Points:
Let’s talk about the purpose of training. To decide whether training is the right solution to address any given performance gap, we need to first consider the reason we train people.
The primary purpose of training is to prepare employees to meet the requirements (sometimes the changing requirements) of their jobs. This is done by helping them develop an increased awareness of their role in the organization, the knowledge necessary to be successful in their jobs, and the skills needed to complete the required tasks.
Training can apply to newly hired employees or to existing employees as their job evolves, they take on more responsibility, or transition into new jobs.
(6:30) T
Key Discussion Points:
As you’re aware, training is often suggested as a solution to address performance gaps when employees are not meeting an organization’s expected level of performance – and this is where things can get tricky.
Armed with a good understanding of what training is supposed to do (increase skills and knowledge), we need to do a little more work to decide if training can make an impact, because if the performance gap we’re trying to close is not caused by a lack in skills or knowledge, all the training in the world is not going to fix the problem.
So, although training tends to be used as a cure-all to address all kinds of performance issues, it can’t fix everything. There are other factors besides skills and knowledge that influence employees’ performance.
…and since training solutions can be expensive and time-consuming, it’s important to recognize when training is not a good solution.
PASS TO BECKY: SIX BOXES MODEL
(7:30) B
Key Discussion Points:
So, how can you recognize when training is not the right solution?
Models developed commonly used in the performance improvement or performance technology field can help us.
You may have heard of the Behavior Engineering model, first introduced by psychologist Thomas Gilbert to help explain the reasons for potential performance gaps.
The Six Boxes Model, considered by some as one of the most useful models in use, was developed by Carl Binder to expand on and simplify the language used in the Behavior Engineering Model.
The Six Boxes model can be used to help explain the factors that impact performance, which in turn can help us identify gaps and potential solutions.
As training professionals, we can use this model to determine when to focus on training and when to look for solutions that address gaps training cannot.
(9:30) B
Key Discussion Points:
This model summarizes the six key factors that influence behavior and forms the basis for discussions about potential solutions to address performance gaps.
Each box describes, in easy-to-understand language, a separate category of influences that can impact how well employees perform their jobs.
Expectations and Feedback: what tasks employees are expected to perform, to what standards, and how their own performance compares to those expectations
Tools and Resources: the tools employees need to perform their jobs and the support mechanisms available to help them use these tools successfully
Consequences and Incentives: positive and negative consequences that influence whether employees will strive to perform to desired standards
Skills and Knowledge: the technical or soft skills and knowledge required to do the job that can be developed over time with training and experience
Selection and Assignment: personal qualities, social skills and other things an employee has make them a good fit for the job
Motives and Preferences: attitude, personal motivation and personal preferences that influence employees’ satisfaction levels.
If any of these factors are not adequately addressed, employees are probably not performing as desired, or at least not as well as they could.
As training professionals – whose primary job description is to develop training solutions – we generally don’t have influence over all of the factors listed here.
Our sphere of influence is usually limited to the Skills and Knowledge category, with some small influences on Tools and Resources in the form of job aids, reference materials, or other support for the existing tools.
But just because we can’t influence these other areas directly, that doesn’t mean we should ignore them – understanding all of these influences can help us determine whether the training we are being asked to develop will achieve its intended goal.
(10:30) B
Key Discussion Points:
As we’ve discussed, the primary function of training is to help employees develop the skills and knowledge necessary to fulfill their job requirements.
Because clients often come to us already having determined that they need training, it is all too easy to just develop the training they ask for and move on to the next project.
But if we want to deliver the best, most effective solution we can – and we do – then we should always take some time to consider whether training is the best solution.
And because we’re trying to rule out negative impacts on performance from all other factors before we hit the start button on training, we like to consider the factors in a clockwise direction, starting with Expectations and Feedback.
(12:30) B
Key Discussion Points:
By evaluating whether each factor is sufficiently addressed we can determine whether other solutions should be considered in addition to, or instead of, training.
One way we might do this is to involve employees in the discussion and have them identify the factors they feel are preventing them from meeting performance expectations. We may be surprised that the factors they identify are not always the ones we expected.
One we have identified which factors are negatively impacting performance, we can either develop a training solution to address the gap or advise our clients to investigate other possible solutions that target those areas.
Let’s take a closer look at how this works.
(14:30) B
Key Discussion Points:
As we’ve already mentioned, in order to determine whether training is an appropriate solution to address a performance gap, we need to consider all the factors that could be impacting performance of the desired tasks or behaviors.
(15:00) B
Key Discussion Points:
Starting at the top left, address each of the first 5 boxes before you determine that training is the right solution.
(15:30) T
Key Discussion Points:
Now that Becky has given us a brief overview of the entire model, we’ll go through each of the categories individually, starting with the first box: Expectations and Feedback.
(15:40) T
Key Discussion Points:
Let’s start by considering the following scenario:
Team leads in a call center are tasked with listening to calls regularly to evaluate agents’ performance and provide coaching. Managers have noticed this is not happening as often as they would like, even though they keep emphasizing the importance of quality control and coaching.
Someone suggests that maybe coaches need training on how to monitor and document calls…but before a decision is made, a focus group is set up to find out why coaches are not monitoring calls more frequently.
Let’s see what they learned…
(16:20) T
Key Discussion Points:
Let’s consider this scenario in the context of the Six Boxes Model.
The first factor we would consider using in this model is Expectations and Feedback. A good question to pose when looking at this factor is “Do employees know what’s expected of them and how their performance compares to those expectations?”
In this case, when coaches are asked why they’re not meeting management expectations, it’s found that no established standard has been communicated for how frequently these evaluations should happen. It seems the answer to the question, then, is no, since the coaches aren’t even aware of the standard.
Before we move on, let’s get you involved again. Let’s review some examples of standards or expectations that employees might be measured against in your organization. Take a moment to type one example in the in the Q&A box.
[Respond to a couple of the answers in the Q&A.]
(17:50) T
Key Discussion Points:
There were lots of great responses, and obviously these will vary depending on the organization and what type of work employees are doing, but just in case you guys didn’t provide any responses, we came up with a short list so we had some answers to review:
Frequency
Call times
Accuracy
Sales goals
Units manufactured
Orders completed
(18:20) T
Key Discussion Points:
Let’s talk briefly about what employees need. To adequately perform their jobs, employees need to know what’s expected of them, and whether they’re meeting those expectations.
This means there needs to be a clear description of any job expectations, and employees need access to relevant guidelines regarding adequate behavior.
Not only that, but they need to be given regular feedback and guidance on their own performance, so they can make adjustments if they’re falling short.
(18:50) T
Key Discussion Points:
So, that brings us to the key question: can training address a performance gap in a situation like this?
It shouldn’t surprise you that the answer is no. If employees don’t know what is expected of them, and don’t realize their performance is sub-standard, it’s too premature to think about training.
In this scenario, training the coaches on how to monitor and document calls does not address the real problem. Instead, they need to be made aware of the frequency with which they are expected to monitor calls and coach agents.
If there continues to be a performance gap once they’re made aware of the expectations, and have been given adequate time to adjust, training may be appropriate to address remaining gaps.
PASS TO BECKY: TOOLS & RESOURCES
(19:30) B
Key Discussion Points:
If employees know what is expected of them and have access to regular feedback on their performance, the next thing to look at are the tools and resources available to them.
(20:00) B
Key Discussion Points:
When evaluating this factor, we can ask the question: “Do employees have the tools, resources, and facilities required to achieve the desired performance?”
In other words, do the tools, resources, and physical environment support the basic needs of the employee to perform the job?
Let’s take a look at an example…
(20:30) B
Key Discussion Points:
Technical support agents are expected to document customer issues and resolutions, with detailed notes in case a customer calls back. Over the last several months, there has been a downturn in the documentation rate.
At the same time, after the release of a new update to the software agents use to document their calls, some agents are reporting system crashes when trying to save their call notes.
The underlying problem here seems to be that call notes aren’t being saved because of system crashes, and agents may not be saving call notes in order to avoid time-consuming and inconvenient system crashes.
So, in this scenario, the software employees need to fulfill their job requirements is inadequate. What are some other examples of tools, resources, or facilities that might be required for a job? Take a moment to type an example in the in the Q&A box.
[Respond to a couple of the answers in the Q&A.]
(22:30) B
Key Discussion Points:
Here are some examples that we came up with:
Time
Computer equipment and software
Tools and equipment such as ladders, forklifts, welding equipment, and other specialty tools
Processes and procedures
Access to other people like specialists or expert advisors
An appropriate work environment with adequate space, ventilation, etc.
(23:30) B
Key Discussion Points:
So, where does training fit in here?
If employees don’t have the right tools to do the job, or something in the environment is hindering completion of the required tasks, no amount of training will help them overcome that.
However, if a new tool or procedure, or a workaround, is introduced that will enable employees to meet performance expectations, training may be required to teach employees how to use it.
In other words, training alone cannot address this factor, but may be part of the solution in certain situations.
(24:30) T
Key Discussion Points:
The next thing we want to consider, and the 3rd box in the model, is the consequences and incentives associated with employees’ performance.
(24:40) T
Key Discussion Points:
This can refer to formal incentive programs that reward employees for achieving specified goals or performance levels. Other consequences, whether positive or negative, may be more informal, or even unintended.
The main question we’re concerned with here is, “How is employees’ performance impacted by consequences or incentives?” In other words, what consequences or incentives exist, and do they support the desired behavior or expectations?
(25:10) T
Key Discussion Points:
So here’s a scenario: Sales figures are down, and although there seem to be plenty of leads, individual sales goals are not being met. It’s been suggested that all sales reps go through a refresher training on how to close a sale, but a closer look at the incentive structure reveals that sales reps are being rewarded based on the number of leads they pursue, rather than on the sales closed.
The problem here, is that although there are incentives in place, and they are tied to performance, they do not actually reward the desired behavior.
With this in mind, what are some other examples of consequences or incentives that might impact employees’ performance? Take a moment to type an example in the in the Q&A box.
[Respond to a couple of the answers in the Q&A.]
(26:40) T
Key Discussion Points:
Most people immediately think of financial incentives here, like bonuses and commissions, but incentives could come in the form of career advancement opportunities.
Even something as simple as recognition for their efforts can make employees feel valued and make them want to do a good job.
There may be negative consequences that effect performance as well, so we need to consider whether employees are being punished for performing as expected.
Finally, it’s important to note that some incentives or consequences may be unintentional, or they may promote unintentional behaviors – like employees taking shortcuts to meet or exceed the goal so they can collect the reward.
(27:30) T
Key Discussion Points:
Well, what happens when employees don’t have incentives that are contingent on performance, or when the incentives are rewarding the incorrect behavior? Can training address performance gaps in these situations?
The answer here again is no. If proper incentives are not in place, additional training will not make employees want to do their jobs.
Additional training addressing the skills and knowledge required for the job may result in a temporary spike in performance, but it doesn’t address the underlying problem, and the performance gap will reoccur as the immediate effects of the training recede.
PASS TO BECKY: MOTIVES & PREFERENCES
(28:00) B
Key Discussion Points:
The next box we need to address is motives and preferences, which speaks to employees’ attitude and overall job satisfaction, both of which directly impact performance.
Let’s look at an example.
(28:30) B
Key Discussion Points:
A new survey is implemented to capture customer satisfaction scores for customer service agents.
At the same time, an incentive program is also introduced that rewards agents who receive top scores with points at the company merchandise store…
But after several months, employees are still not meeting the desired goal.
A little digging reveals that agents feel that that the overwhelming pressure to get customers off the phone quickly undermines their ability to achieve the desired customer satisfaction scores. They’re also not very excited by the merchandise in the store.
Do you think refresher training on customer service and the survey questions will address the performance gap? Why? Take a moment to type your answer in the Q&A box.
[Respond to a couple of the answers in the Q&A.]
Let’s consider this scenario in the context of the Six Boxes Model.
(30:30) B
Key Discussion Points:
Motivation can be tricky. Some people are just naturally more motivated than others, and you can’t force someone to care about the quality of their work.
One question you might ask when evaluating this box is “Are employees willing to perform the work necessary for the available incentives? If not, why?”
In other words, do the employees care enough, are they motivated enough, to perform the job to the desired expectations?
An important thing to mention here is that failure to address the other boxes in the model over a period of time can contribute to low motivation and bad attitudes.
(32:00) B
Key Discussion Points:
So, while personal preferences for things like type of work, the attractiveness of available incentives, and other subjective factors play a large role in employee motivation, companies can positively impact employee motivation by making sure they have adequately addressed the other boxes in the model.
Some of the things that impact motivation include company culture and work environment.
In our example, the company culture of putting the bottom line before the customer seems to be in direct conflict with the desired outcome. Agents are frustrated by the mixed messages they are getting and have just thrown their hands in the air and done the easy thing.
(33:00) B
Key Discussion Points:
So, what happens when employees are not motivated to do their jobs to the expected standard? Can training fix that?
The answer here is no. If employees are not properly motivated to do their jobs, training alone is not going to make them want to perform better.
(33:30) B
Key Discussion Points:
Next, let’s look at how selection and assignment impact performance.
(33:40) B
Key Discussion Points:
This box is concerned with whether employees selected for a particular job have the capacity to complete the tasks required of them.
One question we can ask to help answer this question is “Have we selected employees with the aptitude, physical ability, social skills, etc. to perform the expected tasks?”
This question is about determining whether employees’ innate personal qualities are compatible with the job – what qualities does an employee bring to the table that allows him or her to do the job?
Since an employer is unlikely to be able to change the personal qualities of their employees, the main focus is on whether the right people have been selected for the right job.
For example, do the people we have assigned to interface with potential customers have the necessary social skills? Or did we hire someone with a bad back to do a job that requires them to lift heavy boxes or stand for long periods of time?
(35:00) B
Key Discussion Points:
So where does training fit in here?
The bottom line is that employees have been assigned to jobs they don’t have the capacity to perform, no amount of training is going to change that.
(35:20) T
Key Discussion Points:
After all that, we’ve finally come to Skills and Knowledge. So let’s take a look at the last box.
(35:45) T
Key Discussion Points:
To determine whether this factor is adequately addressed we ask, ”Do employees have the required skills and knowledge to perform the expected tasks?”
What do you think we mean when we talk about skills and knowledge? One last time, take a moment to type your answer in the Q&A box.
[Respond to a couple of the answers in the Q&A.]
(36:30) T
Key Discussion Points:
Examples of skills and knowledge include soft skills, like leadership, communication, and coaching skills; in-depth subject knowledge; how to use the tools and resources you need to do your job; and experience.
Now, let’s consider an example of what this might look like.
(36:45) T
Key Discussion Points:
Let’s say a new software system has been implemented to document customer contacts.
While basic business process and performance expectations are not changing, the new software is very different from the old, and it’s taking longer for employees to process calls.
In this case, employees are clearly not meeting expectations because of a lack of knowledge – they’re unfamiliar with the new software and how to use it to fulfill their job requirements.
While employees might eventually figure out everything they need to know about the software on their own, we probably want to get them up and running as quickly as possible.
(37:30) T
Key Discussion Points:
So, in this case, training that affected how employees complete the most commonly used tasks in the new software would be an effective solution.
However, there is an important caveat here: Simply sitting through a training class doesn’t mean someone can do the job – they need to actively participate.
Good training should always be engaging, relevant, and require participation from the learner.
(38:00) T
Key Discussion Points:
So far we’ve discussed the factors that influence performance, and whether or not training is an appropriate solution to address performance gaps resulting from each factor.
Now, assuming we’ve identified that there is a skills or knowledge gap, let’s talk about how training might fit into a solution to address that gap.
In our experience, we typically see one of three scenarios:
First: training, with appropriate support after the training event, is enough to address the performance gap.
Second: formal training would work, but it’s not the best solution.
For example: There is a knowledge gap, but the scope is so small that a formal training program doesn’t make sense, either because of the number of employees impacted, or because the knowledge could be disseminated in another way. Think of a simple communication or a job aid.
Third: training is only part of the solution.
For example: You determine that employees don’t have the right tools for the job. Training alone cannot address the issue; however, once the right tool is identified, or the existing tool is modified, training might be necessary to ensure employees know how to use the new or updated tool to complete the required job tasks.
(39:30) T
Key Discussion Points:
And that’s about it. Before we wrap up, to review, our 6 categories of performance are:
Expectations and Feedback
Tools and Resources
Consequences and Incentives
Motives and Preferences
Selection and Assignment
Skills and Knowledge
As we saw, the ideal resolution for each of these stages is different, and it definitely wasn’t always training.
(40:00)
Key Discussion Points:
In closing, what we covered today is that:
Training cannot fix everything, and it’s important to recognize when training is not a good solution
We looked at the factors that influence performance defined by the Six Boxes Model™
We discussed how to use the model to determine if training is a viable solution
And we saw that even if there is a skills or knowledge gap, training may be just one part of the solution
(41:00) T
Key Discussion Points:
So if any of this sounded interesting, or if you feel like you could use a little guidance, we’d love to hear from you. Officially we’re a training company, and probably do more eLearning than anything else, but ultimately we’re in this for the success of everyone we have a relationship with. So, whether you need help designing or developing training, or assistance with determining whether training is the right solution (and if not what is), then please reach out and we’d love to discuss your situation.
(41:30) T
Key Discussion Points:
Finally, before we get to the Q&A, I’d like to point you to a companion guide we’ve put together. This resource briefly reviews the six boxes model, and then provides you with Performance Cause Analysis worksheets to assist in locating your performance gaps. These are provided for each of the 6 categories and will help you identify, quantify, and prioritize your gaps.