Knowledge Retention
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The document discusses knowledge retention and transfer within organizations. It identifies barriers to knowledge retention like budget cuts and personnel changes. It then proposes conducting a risk assessment to identify critical knowledge and approaches to capture that knowledge, such as training, documentation, and social interaction. The goal is to develop a framework to allow organizations to continuously operate efficiently despite changes in staff. Benefits include utilizing existing talent, cost effectiveness, and improved operations. An example program for the Iowa DNR is provided.
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4) Review and finalize the program for approval and implementation.
HRM RV Chapter 5.ppt
This document discusses training and development in organizations. It defines training as helping employees improve skills for their current jobs, while development prepares managers for future roles. The key processes of training include determining needs, setting objectives, developing curriculum, evaluation, and feedback. Training methods can be on-the-job, like apprenticeships, or off-the-job like lectures. Management development focuses on improving conceptual and interpersonal skills for future leadership roles. Evaluating training effectiveness involves measuring reactions, learning, behavior changes, and results like productivity.
eLearning and return on investment
The document discusses various approaches to evaluating the return on investment (ROI) of training and development programs. It notes that ROI is difficult to quantify precisely due to many variables involved but that evaluating training impact requires identifying useful data and asking the right questions. The document also presents examples of evaluation methods like the Phillips methodology that measure reaction, learning, application of learning, business impact, and value of investment at different stages after training.
AAA S. Burgor Resume October 2015 HR-SHORTENED
Stephen Burgor is seeking a human resource generalist position or eventual HR manager role based on his recent master's degree certification in human resources. He has over 15 years of experience in education and has developed transferable skills in areas relevant to HR like training, development, and organization through both teaching and online facilitation roles. His resume outlines expertise in various HR functional areas developed through related experience and a Society of Human Resources Management certification.
Training and Development.ppt
Training is an important activity for human resource development departments to facilitate employees' ongoing learning of job-related skills. The goal of training is for employees to master competencies through instruction and practice in order to improve performance. Organizations benefit from training in many ways, such as maintaining qualified services, achieving high standards, and reducing mistakes. An effective training program follows a systematic approach, including assessing needs, specifying objectives, designing the program, selecting instructional methods, implementation, and evaluation.
Lawrick_TechUsePlanEdTech501
Class project for EdTech 501
A sample Technology Use Plan for a fictional school as a ppt presentation to a school and community team as an educational technician
CPD
This document discusses continuing professional development (CPD). It defines CPD as an ongoing process that enables growth and helps fulfill one's potential through work-based and personal development. The goals of CPD include developing an understanding of it, raising awareness of its benefits and importance, and informing people about barriers to CPD. Some benefits include improved quality, recruitment/retention, and developing a learning culture. Potential barriers include lack of motivation, funding, time, and flexible learning opportunities. The document provides examples of CPD activities and distinguishes between training, which is often budget-dependent and time-bound, and development, which is a more continuous internal process.
The Future of Training and Development - Joseph F Valencia MBA
This is a chapter full of valuable information on where the training and development arena is headed. It is critical that the training and development students have an understanding of these trends, for they will have a great effect on the major issues in training and development.
Learning focused Evaluation
The document discusses the importance of strategic learning for nonprofit effectiveness and leadership. It argues that evaluation should focus on learning what works, for whom, and why rather than just accountability. The key aspects of strategic learning are: creating data gathering processes to leverage evaluation findings; infusing learning into planning; and taking immediate action based on evaluations. However, only about 25% of nonprofits are effective learners. The document outlines a seven step strategic learning process involving gathering data, analyzing results, making meaning from findings, and using decisions to improve programs.
Leadership In Distance Learning Draft 6
This document discusses leadership challenges in distance education and provides advice from experts in the field. In 3 sentences:
Leadership in distance education is difficult as it is disruptive to traditional higher education models and lacks clear administrative structures, but can succeed through collaborative strategic planning, distributing leadership responsibilities throughout an institution, and recognizing that distance education requires constant adaptation to changes in technology and student needs. The document offers perspectives on navigating politics, leading without direct authority, and creating buy-in for distance education across an institution.
Similar to Knowledge Retention (20)
Making the Most of Professional Development Opportunities for Graduate Students
Making the Most of Professional Development Opportunities for Graduate Students
The Future of Training and Development - Joseph F Valencia MBA
The Future of Training and Development - Joseph F Valencia MBA
Knowledge Retention
- 2. Knowledge Retention Iowa Certified Public Manager Program Cohort #11 Team #1 Jake Anderson, Drake MPA Student Jeff Goerndt, Iowa DNR Connie Kinnard, Dallas County Frank Marasco, Polk County Phil Mescher, Iowa DOT
- 29. “ Knowledge is the most important raw material of government; working with knowledge is its most important process; and knowledge is what citizens expect government to provide.” Thomas A. Stewart Editorial Director Business 2.0 Magazine Expected Outcomes
Editor's Notes
- To date many organizations lack the effectiveness to manage organizational knowledge for many reasons: An organization fails to appropriately “value” its knowledge and protect it. Unable or not willing to identify critical knowledge Not giving workers an incentive to share knowledge Failure to employ knowledge management tools and technologies The major challenge for organizations remains developing a formal method to identify critical knowledge. And it is more than challenging to actively manage a critical asset if you cannot identify what that asset is.
- Some of the barriers organizations face when finding solutions to knowledge retention techniques are: Budgetary Restrictions Short time horizons ( too little too late) A work culture that does not support a team orientation Workers who are hesitant to share their knowledge for fear of losing power The complexity of knowledge retention and lack of understanding where to begin There is no “One” department or person placed as responsible for knowledge retention Organizational size and characteristics: Too small, too, large, too spent out Etc. Generational conflicts: younger workers want access to mature workers knowledge, mature workers do not want to share knowledge fearing erosion in power.
- The challenge then becomes one of FOCUS Focusing on the critical positions where knowledge loss is the greatest threat Identifying and prioritizing the specific knowledge and skills at risk Developing concrete, actionable responses to mitigate this loss
- Conduct a Knowledge Loss Risk Assessment This is designed to identify positions or people where the potential knowledge loss is the greatest and most eminent. It includes ratings based upon two factors: Time until Retirement, and Position Criticality. This will provide the focus and identify the positions where steps to mitigate knowledge loss may be needed.
- Conduct Interviews to identify potential knowledge loss areas During your Assessment, Focus on the importance of the knowledge, the rarity of the knowledge, and the difficulty of recovery.
- Codification: Documentation and Procedures Checklists, Inventories, etc. Performance Support Systems Concept Mapping
- Alternative Resources: Agency/site/department expert Rotational or “visiting” staff Multi-skilling or Cross-training Contracting, part-timers, retirees
- Engineer it Out: Process Improvement Update Equipment “ Smart” tools and technology Eliminate tasks, product or service
- Education and Training Classroom and Simulator Training Video-based and alternative educational delivery systems Coaching and Mentoring On the Job Training and Targeted Work Assignments Shadowing Apprenticeship Programs Provide Formal Education and Training Structured self-study and Mentoring Update/develop Documentation and Procedures