This document summarizes a knowledge sharing session on measuring learning impact. The session:
1) Discussed the importance of learning and development programs in organizations and different models for evaluating training, including Kirkpatrick's four levels of evaluation.
2) Presented two sample training courses and asked how evaluation could be conducted for each, focusing on which level of evaluation is most appropriate.
3) Noted that for the sample courses, level 4 evaluation measuring business impact would not be possible due to challenges in collecting relevant data.
4) Emphasized that the purpose of learning interventions is to impact the business through revenue generation, cost reduction, process improvement and people engagement.
This document summarizes a presentation on enforcing the best leadership model to achieve organizational transformation. The presentation discusses the need for strong leadership during times of change in order to successfully transform an organization. It explores different leadership models and the qualities needed at various levels of leadership, from individual contributors to senior business leaders. The presentation also addresses challenges leaders face, such as increasing workloads and a volatile environment. It emphasizes the importance of succession planning and developing people. Finally, the presentation discusses how to effectively implement and enforce the right leadership model through clear processes, education to increase understanding, and raising the maturity level of leaders, people and the organization.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
This document introduces Complex Adaptive Leadership (CAL), an organizational development approach that addresses leadership needs in today's complex, fast-changing environment. CAL helps organizations and leaders adapt through three levels: contextual principles for leadership in uncertain times, 8 organizational principles to increase adaptability, and 4 individual leadership strategies. CAL has a global network of associates who deliver customized workshops and programs. Client testimonials praise CAL's innovative approach and tangible results in improving leadership, engagement, and business performance.
ELC 2015 Innovative Leadership Development pre conference workshop slidesChris Jansen
One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
This document summarizes a presentation on enforcing the best leadership model to achieve organizational transformation. The presentation discusses the need for strong leadership during times of change in order to successfully transform an organization. It explores different leadership models and the qualities needed at various levels of leadership, from individual contributors to senior business leaders. The presentation also addresses challenges leaders face, such as increasing workloads and a volatile environment. It emphasizes the importance of succession planning and developing people. Finally, the presentation discusses how to effectively implement and enforce the right leadership model through clear processes, education to increase understanding, and raising the maturity level of leaders, people and the organization.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
5 Ways to Build a Better Leadership Development Program | Webinar 12.04.14BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
This document introduces Complex Adaptive Leadership (CAL), an organizational development approach that addresses leadership needs in today's complex, fast-changing environment. CAL helps organizations and leaders adapt through three levels: contextual principles for leadership in uncertain times, 8 organizational principles to increase adaptability, and 4 individual leadership strategies. CAL has a global network of associates who deliver customized workshops and programs. Client testimonials praise CAL's innovative approach and tangible results in improving leadership, engagement, and business performance.
ELC 2015 Innovative Leadership Development pre conference workshop slidesChris Jansen
One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
Creative and innovative leadership visioning for organizational efficiencyTANKO AHMED fwc
Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.
The document discusses action learning and lean manufacturing. It defines action learning as working on real business problems in cross-functional teams to both solve issues and develop participants. The document outlines the benefits of action learning and a typical project structure. It then discusses how action learning was applied in a case study to help a company implement lean manufacturing principles to eliminate 30% waste through a plan-do-check-act approach and aligning training with critical business needs.
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
Tatva Leadership : Our Leadership development program in Pune are designed specifically to advance the leadership capabilities of senior executives and help them assume a broader role within their organizations. Leadership Training in Pune provides leadership development for Senior Management, Middle Management, and Women Leaders.
The document discusses lean leadership and outlines five key actions for lean leaders. It contrasts traditional leadership with lean leadership, noting that lean leaders define a shared vision, support people through coaching and feedback, and recognize success. The five lean leadership actions are: 1) being a teacher who builds knowledge, 2) building productive tension without stress, 3) eliminating fear and comfort, 4) leading through participation not proclamation, and 5) personally practicing lean principles. Lean leadership focuses on engaging and empowering people rather than rigidly controlling them.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
This document provides information about a leadership development program hosted by Eriksson & Associates in Istanbul, Turkey in 2017. The program was designed for 36 leaders from a company to improve their leadership skills through workshops, assessments, readings and coaching. The workshops covered topics like individual leadership, executing leadership, strategic team leadership, and transformational leadership. The program was facilitated by experienced consultants and aimed to help the company's leaders and leadership team become more effective and drive better business results.
TRIGGER YOUR TRANSFORMATION: 5 Steps for Getting Your Professional Development on Track & Keeping Up with Evolving Learning Tech
CETS 2015 Keynote Handout - Part 1
http://www.slideshare.net/owlsledge/chicago-elearning-technology-showcase-2015-keynote-handout-part-1
CETS 2015 Keynote Handout - Part 2
http://www.slideshare.net/owlsledge/chicago-elearning-technology-showcase-2015-keynote-handout-part-2
KEYNOTE DESCRIPTION
Training and learning pros, how attentive are you to your own professional development? Are you making choices, or leaving it all to chance?
Think about it: conferences, courses, Webcasts, workshops, a long list of free Webinars. Regardless of if you invest your money, you're certainly investing your time—to do what? To become what?
How do these programs and events align to your professional goals and personal priorities? What is your intention—education, knowledge acquisition, skill practice, networking, or a shift in perspective? What are you hoping to gain, and how will you put it into action when you leave?
What is your return on investment (ROI) for expending your money, energy, and effort and taking time from your busy schedule and competing priorities? In other words, what's in it for you? How does your organization benefit—what’s its ROI?
Join keynote presenter Trish Uhl for this strategic planning session where you'll make this the year you connect with purpose; spend the time to create your unique individual development plan (IDP); and put it into practice to achieve your dreams and become the person you aspire to be.
http://www.chicagoelearningshowcase.com/sessions.html
Professional Development & Career Advancement for Training Managers, Trainers, Instructional Designers, Training & Development Specialists, and other Learning Professionals
TRISH UHL > KEYNOTE PRESENTER BIO
rish Uhl, PMP, CPLP, founder of Owl's Ledge, has been involved with instructional technologies for more than 20 years. She started as a Senior Application Specialist in the 1990s and helped Xerox launch its first Distance Learning & Education Center.
Trish has contributed to and managed the development of proprietary, in-house learning applications and commercially sold "shrink-wrapped" instructional software for such brands as ADP, Manpower International, Gables Residential, Honda, James Hardie, and the Milwaukee School System. Two of her team's K-12 edutainment games have won multiple awards.
Trish has built a worldwide reputation for practical application of the ATD Competency Model and the ATD Certified Professional in Learning & Performance (CPLP). She is the author of Mastering the CPLP: How to Successfully Prepare for – and PASS! – the CPLP Knowledge Exam and a contributing author to multiple books on the topics of technology and teams. She is currently working on her next book, which is about the fundamentals of the Experience API (xAPI) and will be released later this summer.
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
The document discusses using competency modeling to enhance leadership development. It provides an overview of how to develop competency models, integrate them into human resource processes like hiring, training, performance reviews, and promotion. It also presents a case study of how PepBoys updated their competency models to better reflect their focus on customer service, which improved customer satisfaction metrics.
Learning professionals face challenges to keep pace with the speed in which valued skills and capabilities are sweeping the workforce. With the added complexity of ubiquitous learning, disruptive technologies and multi-generational workforce diversity, we can safely agree that the time is now for learning and development functions to reboot. During this session, you will learn how Blue Cross and Blue Shield of North Carolina’s evidence-based approach is positioning us to reduce learning cost, improve stakeholder satisfaction, align to value-based business outcomes and gain efficiencies.
This document is a summary of a soft skills training presentation on management skills. It includes sections on leadership, planning, decision making, time management, delegation, and motivation. Each section provides definitions and concepts related to the skill. For example, leadership defines concepts like honesty, vision, and influence. Planning discusses why it is important and outlines the planning process. The presentation aims to help develop these important managerial and organizational skills.
The document discusses leadership development. It begins with an overview of trends in leadership development, noting that it is one of the top challenges for companies and blended learning will be an important form. It then covers the benefits of leadership development, key questions leadership development can help answer, and the background and procedure of leadership development. Specifically, it outlines a 6 step procedure that includes identifying organizational requirements, developing leadership tools, identifying leader strengths and developing a learning environment. It also discusses the responsibilities of leadership and how leadership can help address tendencies of organizations.
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
Leland Sandler: Leadership and Succession DevelopmentLeland Sandler
Leland Sandler's presentation on managing talent in the pharmaceutical industry. This presentation goes over leadership & succession development. More specifically, what it is, and how we do it. Visit http://lelandsandler.com/ for more information.
This document is a report from The Boston Consulting Group and the World Federation of People Management Associations examining critical trends in people management. It explores 22 key HR topics, including the top three priorities for 2012: managing talent, improving leadership development, and enhancing employee engagement. The report finds gaps between HR's self-assessment of capabilities and others' assessments, and identifies areas that need more attention, such as integrating global people management, actively using social media for HR, and managing an aging workforce. It also outlines best practices for strategic workforce planning and other critical HR functions.
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
The document outlines the agenda for a two-day leadership training program focused on leading in a disruption era. Day 1 covers management principles, rethinking leadership for the digital age, enhancing creativity, and employee performance and satisfaction. Day 2 focuses on leading change, influence and persuasion, team development, and conflict management. Each session includes learning activities like group discussions and strategy development exercises. The training aims to help participants effectively lead organizations through digital disruption.
The four level model of evaluation assesses training effectiveness by building evaluation into four levels - reaction, learning, behavior, and results. Each successive level represents a more precise measure of a training program's effectiveness. Evaluation planning uses the model to identify targeted outcomes at the results level before beginning level one for reactions. The levels assess participant satisfaction, knowledge acquisition, ability to demonstrate learning in the workplace, and achievement of targeted outcomes respectively. While useful, the model has drawbacks as training is replaced by learning and development and levels three and four are difficult to implement.
The document discusses evaluation of educational programs and learners. It defines evaluation as assessing the worth of teaching and learning. Evaluation is used to make decisions about training programs based on needs assessment, though barriers like lack of training and resistance can exist. The Kirkpatrick model is then explained as a popular method involving 4 levels - reaction, learning, behavior, and results. Finally, the document outlines the steps to evaluation as defining purpose, selecting a method, designing tools, collecting data, analyzing results, and reporting.
The document discusses action learning and lean manufacturing. It defines action learning as working on real business problems in cross-functional teams to both solve issues and develop participants. The document outlines the benefits of action learning and a typical project structure. It then discusses how action learning was applied in a case study to help a company implement lean manufacturing principles to eliminate 30% waste through a plan-do-check-act approach and aligning training with critical business needs.
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
Tatva Leadership : Our Leadership development program in Pune are designed specifically to advance the leadership capabilities of senior executives and help them assume a broader role within their organizations. Leadership Training in Pune provides leadership development for Senior Management, Middle Management, and Women Leaders.
The document discusses lean leadership and outlines five key actions for lean leaders. It contrasts traditional leadership with lean leadership, noting that lean leaders define a shared vision, support people through coaching and feedback, and recognize success. The five lean leadership actions are: 1) being a teacher who builds knowledge, 2) building productive tension without stress, 3) eliminating fear and comfort, 4) leading through participation not proclamation, and 5) personally practicing lean principles. Lean leadership focuses on engaging and empowering people rather than rigidly controlling them.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
This document provides information about a leadership development program hosted by Eriksson & Associates in Istanbul, Turkey in 2017. The program was designed for 36 leaders from a company to improve their leadership skills through workshops, assessments, readings and coaching. The workshops covered topics like individual leadership, executing leadership, strategic team leadership, and transformational leadership. The program was facilitated by experienced consultants and aimed to help the company's leaders and leadership team become more effective and drive better business results.
TRIGGER YOUR TRANSFORMATION: 5 Steps for Getting Your Professional Development on Track & Keeping Up with Evolving Learning Tech
CETS 2015 Keynote Handout - Part 1
http://www.slideshare.net/owlsledge/chicago-elearning-technology-showcase-2015-keynote-handout-part-1
CETS 2015 Keynote Handout - Part 2
http://www.slideshare.net/owlsledge/chicago-elearning-technology-showcase-2015-keynote-handout-part-2
KEYNOTE DESCRIPTION
Training and learning pros, how attentive are you to your own professional development? Are you making choices, or leaving it all to chance?
Think about it: conferences, courses, Webcasts, workshops, a long list of free Webinars. Regardless of if you invest your money, you're certainly investing your time—to do what? To become what?
How do these programs and events align to your professional goals and personal priorities? What is your intention—education, knowledge acquisition, skill practice, networking, or a shift in perspective? What are you hoping to gain, and how will you put it into action when you leave?
What is your return on investment (ROI) for expending your money, energy, and effort and taking time from your busy schedule and competing priorities? In other words, what's in it for you? How does your organization benefit—what’s its ROI?
Join keynote presenter Trish Uhl for this strategic planning session where you'll make this the year you connect with purpose; spend the time to create your unique individual development plan (IDP); and put it into practice to achieve your dreams and become the person you aspire to be.
http://www.chicagoelearningshowcase.com/sessions.html
Professional Development & Career Advancement for Training Managers, Trainers, Instructional Designers, Training & Development Specialists, and other Learning Professionals
TRISH UHL > KEYNOTE PRESENTER BIO
rish Uhl, PMP, CPLP, founder of Owl's Ledge, has been involved with instructional technologies for more than 20 years. She started as a Senior Application Specialist in the 1990s and helped Xerox launch its first Distance Learning & Education Center.
Trish has contributed to and managed the development of proprietary, in-house learning applications and commercially sold "shrink-wrapped" instructional software for such brands as ADP, Manpower International, Gables Residential, Honda, James Hardie, and the Milwaukee School System. Two of her team's K-12 edutainment games have won multiple awards.
Trish has built a worldwide reputation for practical application of the ATD Competency Model and the ATD Certified Professional in Learning & Performance (CPLP). She is the author of Mastering the CPLP: How to Successfully Prepare for – and PASS! – the CPLP Knowledge Exam and a contributing author to multiple books on the topics of technology and teams. She is currently working on her next book, which is about the fundamentals of the Experience API (xAPI) and will be released later this summer.
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
The document discusses using competency modeling to enhance leadership development. It provides an overview of how to develop competency models, integrate them into human resource processes like hiring, training, performance reviews, and promotion. It also presents a case study of how PepBoys updated their competency models to better reflect their focus on customer service, which improved customer satisfaction metrics.
Learning professionals face challenges to keep pace with the speed in which valued skills and capabilities are sweeping the workforce. With the added complexity of ubiquitous learning, disruptive technologies and multi-generational workforce diversity, we can safely agree that the time is now for learning and development functions to reboot. During this session, you will learn how Blue Cross and Blue Shield of North Carolina’s evidence-based approach is positioning us to reduce learning cost, improve stakeholder satisfaction, align to value-based business outcomes and gain efficiencies.
This document is a summary of a soft skills training presentation on management skills. It includes sections on leadership, planning, decision making, time management, delegation, and motivation. Each section provides definitions and concepts related to the skill. For example, leadership defines concepts like honesty, vision, and influence. Planning discusses why it is important and outlines the planning process. The presentation aims to help develop these important managerial and organizational skills.
The document discusses leadership development. It begins with an overview of trends in leadership development, noting that it is one of the top challenges for companies and blended learning will be an important form. It then covers the benefits of leadership development, key questions leadership development can help answer, and the background and procedure of leadership development. Specifically, it outlines a 6 step procedure that includes identifying organizational requirements, developing leadership tools, identifying leader strengths and developing a learning environment. It also discusses the responsibilities of leadership and how leadership can help address tendencies of organizations.
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
Leland Sandler: Leadership and Succession DevelopmentLeland Sandler
Leland Sandler's presentation on managing talent in the pharmaceutical industry. This presentation goes over leadership & succession development. More specifically, what it is, and how we do it. Visit http://lelandsandler.com/ for more information.
This document is a report from The Boston Consulting Group and the World Federation of People Management Associations examining critical trends in people management. It explores 22 key HR topics, including the top three priorities for 2012: managing talent, improving leadership development, and enhancing employee engagement. The report finds gaps between HR's self-assessment of capabilities and others' assessments, and identifies areas that need more attention, such as integrating global people management, actively using social media for HR, and managing an aging workforce. It also outlines best practices for strategic workforce planning and other critical HR functions.
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
The document outlines the agenda for a two-day leadership training program focused on leading in a disruption era. Day 1 covers management principles, rethinking leadership for the digital age, enhancing creativity, and employee performance and satisfaction. Day 2 focuses on leading change, influence and persuasion, team development, and conflict management. Each session includes learning activities like group discussions and strategy development exercises. The training aims to help participants effectively lead organizations through digital disruption.
The four level model of evaluation assesses training effectiveness by building evaluation into four levels - reaction, learning, behavior, and results. Each successive level represents a more precise measure of a training program's effectiveness. Evaluation planning uses the model to identify targeted outcomes at the results level before beginning level one for reactions. The levels assess participant satisfaction, knowledge acquisition, ability to demonstrate learning in the workplace, and achievement of targeted outcomes respectively. While useful, the model has drawbacks as training is replaced by learning and development and levels three and four are difficult to implement.
The document discusses evaluation of educational programs and learners. It defines evaluation as assessing the worth of teaching and learning. Evaluation is used to make decisions about training programs based on needs assessment, though barriers like lack of training and resistance can exist. The Kirkpatrick model is then explained as a popular method involving 4 levels - reaction, learning, behavior, and results. Finally, the document outlines the steps to evaluation as defining purpose, selecting a method, designing tools, collecting data, analyzing results, and reporting.
All to Review the relevance of evaluation Training
Most to review the Kirkpatrick Four Levels taxonomy and criticisms associated with it;
Some to consider the importance of the balanced scorecard to delivering a complete picture of organisational performance.
This document discusses evaluation of training programs. It begins by outlining Kirkpatrick's four levels of evaluation: reaction, learning, behavior, and results. It then considers criticisms of level 1 (reaction) evaluations, noting they only measure satisfaction rather than learning or performance impact. The document also examines reasons organizations resist comprehensive evaluation, like high costs or difficulties linking training to outcomes. Overall, it emphasizes the importance of evaluation beyond simple reactions to ensure training programs improve learner and organizational outcomes.
The document discusses various models for evaluating training programs, including Kirkpatrick's four-level model of evaluation, the CIRO model, and Phillip's five-level ROI model. Kirkpatrick's model measures reaction, learning, behavior, and results. The CIRO model focuses on context, input, reaction, and output to evaluate if training achieves organizational objectives. Phillip's expanded ROI model adds placement and business results to Kirkpatrick's levels. Evaluation is important for accountability, assessing costs and benefits, and improving future training programs.
There's more to learning evaluation than surveys and smile sheets. In this recent webinar, Andrew Downes laid down practical, straightforward advice on how to take your learning evaluation further and measure whether your learning programs are having the impact they were designed to achieve.
Here's the slides!
Kirkpatrick's Four-Level Training Evaluation ModelMaram Barqawi
Donald Kirkpatrick, Professor Emeritus at the University of Wisconsin and past president of the American Society for Training and Development (ASTD), first published his Four-Level Training Evaluation Model in 1959, in the US Training and Development Journal.
The model was then updated in 1975, and again in 1994, when he published his best-known work, "Evaluating Training Programs."
It is a four level training evaluation model.
It helps trainers to measure the effectiveness of their training in an objective way.
Kirkpatrick’s model is a worldwide standard for evaluating the effectiveness of training.
The document discusses several models for evaluating the effectiveness of training programs:
1. Kirkpatrick's model is one of the most widely used frameworks, consisting of 4 levels - reaction, learning, behavior, and results. It measures effectiveness from participants' satisfaction to organizational impact.
2. Several other models build on Kirkpatrick's approach, such as adding a level to calculate return on investment (Phillips ROI model) or separating input and process (Kaufman's model).
3. Other approaches include the CIRO model for evaluating management training, the Brinkerhoff model focusing on success cases, and Anderson's model aligning training with organizational strategy.
4. Effective evaluation requires defining goals, measuring
AkdjcijdjcBusiness card 8 Dec 2023.pdfhjdhbcjkewhcjkejckljecjdjRagaviS16
The document discusses models for evaluating training programs. It describes Kirkpatrick's four-level model which measures reaction, learning, behavior, and results. It also outlines the Phillips model which expands on Kirkpatrick by adding a fifth level - return on investment. The Phillips model provides more detailed assessment of learning application and implementation, impact on the organization, and financial return on the training investment. Both models aim to help improve training quality and impact through systematic evaluation.
This document provides an outline for Day 5 of a Level 5 Certificate in Coaching and Mentoring program. The aims for the day are to review learning from the previous day through logs and feedback, discuss the business case for coaching/mentoring programs and how to evaluate them, and review assignments. Time is allotted for coaching practice and a tutorial review. The document outlines the requirements for three assignments on coaching principles, undertaking coaching in the workplace, and self-reflection. It also discusses frameworks for evaluating coaching/mentoring programs and critically reviewing the elements needed for effective integrated programs.
This document discusses training evaluation, including its meaning and significance. It describes Kirkpatrick's four-level model of training evaluation (reaction, learning, behavior, results) and return on investment. Different types of evaluation (formative, summative) and data collection methods are explained. The principles and designs of training evaluation are outlined, along with suggestions for better evaluation.
The document discusses several models for evaluating training programs: Kirkpatrick's model, Phillips' ROI model, the CIPP model, and the COMA model. Kirkpatrick's model defines four levels of evaluation - reaction, learning, behavior, and results. Phillips' model adds a fifth level to Kirkpatrick's - return on investment (ROI). The CIPP model evaluates context, inputs, process, and products. The COMA model measures cognitive learning, organizational environment, motivation, and attitudes.
The Kirkpatrick model provides a simple 4-level approach to evaluating training programs: (1) measure participant reaction, (2) assess learning, (3) determine behavior changes, and (4) evaluate results. It is among the most widely used training evaluation models. While simple and easy to understand, it has also been criticized as being too simplistic and lacking evidence that the levels are causally related.
Training evaluation is the systematic process of collecting information and using that information to improve your training. Evaluation provides feedback to help you identify if your training achieved your intended outcomes, and helps you make decisions about future training.
Kirkpatrick developed a four-level model for evaluating training programs: (1) reaction, (2) learning, (3) behavior, and (4) results. The model provides a framework for assessing outcomes at each level to determine a training's effectiveness and identify ways to improve future trainings. Two case studies show how Intel and St. Luke's Hospital have applied the Kirkpatrick model in their evaluation processes, with Intel working backwards from level four and St. Luke's conducting statistical analysis of behavioral changes. The model offers a flexible approach to evaluation that can be tailored to different organizational needs.
The document provides an overview of Donald Kirkpatrick's four levels of training evaluation: reaction, learning, behavior, and results. It describes each level and gives examples of how to measure impact at each level. It also presents two case studies, including how Intel applied the four levels both forwards and backwards in evaluating its training programs, and how St. Luke's Hospital used statistical analysis to evaluate the impact of an outdoor training program across all four levels over time.
This document discusses assessment in higher education. It provides an overview of learning outcomes, linking learning outcomes to assessment, and using assessment for feedback. The document discusses the purposes of assessment, including measuring student learning, providing feedback, and defining academic standards. It also outlines principles of effective assessment, such as aligning assessment with learning outcomes and using a variety of assessment methods. The document emphasizes using assessment to guide student learning through feedback.
This document discusses training evaluation and the Kirkpatrick model. It defines training evaluation as examining a training program to see if it achieved its desired effects. The Kirkpatrick model provides a framework for evaluation with four levels - reaction, learning, behavior, and results. Reaction evaluates satisfaction and engagement. Learning evaluates knowledge and skills acquisition. Behavior evaluates on-the-job application. Results evaluates tangible outcomes like productivity and costs. Proper evaluation is important for improving training programs and understanding their organizational benefits.
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3. The Importance Of Learning And Development In An Ever-
Changing World
• When looking at how to keep an organization in top form, learning and development can be one
of the best ways. The Association for Talent Development, based in the United States, concludes
that “organizations are more competitive, agile, and engaged when knowledge is constantly and
freely shared.”
• In fact, after surveying around 830 companies in 2015, they found that organizations with a
culture of learning were some of the highest performers. They also found that they attracted more
talented employees and had higher levels of customer satisfaction.
• Research done through LinkedIn found that the main way for employees to be productive and
achieve goals is for employers to provide them with opportunities for continuous learning. This
helps employees continue to improve their skills and be more flexible and adaptable, as changes
related to technology and other workplace matters can arise quickly. When continuous learning is
supported employees feel valued, helping boost employee engagement and retention.
• Seeing how beneficial learning and development programs are, why is it that only 31% of
organizations surveyed had well developed learning and development programs?
3
https://gethppy.com/talent-management/importance-of-learning-and-development extracted on 24 May 2021
4. ROLE OF LEARNING AND
DEVELOPMENT IN AN ORGANIZATION
The Learning & Development Manager is responsible for developing and implementing an organization’s learning strategy.
Some but not limited are as below:
• Develop and implement learning strategies and programs that meet business needs
• Evaluate organizational as well as individual employee development needs
• Ensure alignment of learning & development department with business goals
• Optimize training processes to improve ROI
• Manage and procure L&D technologies to facilitate learning and management of learning initiatives
• Design eLearning courses, interactive group training, and other training content
• Implementing effective training methods
• Manage personnel within the learning & development department
• Maintaining the learning & development budget within an organization
• Championing and marketing training programs to get managerial buy-in as well as employee commitment
The learning & development manager is central to ensuring that employees are able to successfully meet the challenges
of their jobs and that they are properly aligned with the business goals of the company.
13. Effective Training
Effective training is considered as an important factor in determining the
efficiency of an organization which depends upon the capability of its
employees.
For training evaluation to be truly effective, the training and development
itself must be appropriate for the person and the situation.
Even though evaluation is listed at the last phase, evaluation actually
happens during all the phases. It is used during the training process to
evaluate the training process itself. Evaluation is not just for the trainer or
organization it is absolutely important for the learner too.
One new model was found namely Back planning model. Which is same
as Kirkpatrick’s model but the process occurs in the reverse order and
continues in a cyclic process.
Analysis and Evaluation of Training Effectiveness
Akhila Kunche , Ravi Kumar Puli , Sunitha Guniganti , Danaiah Puli
N.I.T. Warangal Andhra Pradesh, India
23. Testing (Measuring), Evaluation & Assessment
In case you are curious, here are some definitions:
• A test or quiz is used to examine someone's knowledge of something to
determine what he or she knows or has learned. Testing measures the
level of skill or knowledge that has been reached.
• Evaluation is the process of making judgments based on criteria and
evidence.
• Assessment is the process of documenting knowledge, skills, attitudes
and beliefs, usually in measurable terms. The goal of assessment is to
make improvements, as opposed to simply being judged. In an
educational context, assessment is the process of describing, collecting,
recording, scoring, and interpreting information about learning.
24. Reliability and Validity
• These two terms, reliability and validity, are often used
interchangeably when they are not related to statistics. When critical
readers of statistics use these terms, however, they refer to different
properties of the statistical or experimental method.
• Reliability is another term for consistency. If one person takes the same
personality test several times and always receives the same results, the
test is reliable.
• A test is valid if it measures what it is supposed to measure. If the results
of the personality test claimed that a very shy person was in fact
outgoing, the test would be invalid.
• Reliability and validity are independent of each other. A measurement
maybe valid but not reliable, or reliable but not valid. Suppose your
bathroom scale was reset to read 10 pound lighter. The weight it reads
will be reliable (the same every time you step on it) but will not be valid,
since it is not reading your actual weight.
26. What are the commonly available
training evaluation models?
The
Kirkpatrick
Model
Phillip’s
ROI Model
The CIPP
Model
The CIRO
Model
The
Brinkerhoff
Model
Kaufman's
Model of
Learning
Evaluation
Anderson
Model of
Learning
Evaluation
26
1 2 3 4 5 6 7
31. Develop Tests – from
example Objectives below
Learning Objectives
Given the ABC system, display the
customer file in 30 seconds and on
the first try.
Faced with a fire, select
appropriate procedure for
combating it.
Name the capitals of all provinces
in Canada, matching each capital
to its provinces with no errors.
From a collection of bones,
identify the femur.
Test Suggestion
Performance Test. Give the learner a customer name. Have
the learner interact with the ABC system to display the file.
Check for accuracy, time and number of attempts.
Recall Test. Show different types of fires (eg Electrical, gas,
flammable liquid). Have learner select the procedure from
memory. (We have not asked him/her to combat the fire,
only to select the procedure.) Verify accuracy of match.
Recall Test. Have learners recite the provinces and their
capitals from memory. Verify accuracy.
Recognition Test. Display bones. Name femur. Have learner
point to it.
33. Let’s Focus on Kirkpatrick’s
Levels of Training Evaluation
33
34. Donald Kirkpatrick
• Kirkpatrick developed a model of
training evaluation in 1959.
• Arguably the most widely used
approach.
• Simple, Flexible and Complete
• 4-level model.
35. Why Evaluate?
• Should the program be continued?
• How can the program be improved?
• How can we ensure regulatory compliance?
• How can we maximize training effectiveness?
• How can we be sure training is aligned with
strategy?
• How can we demonstrate the value of training?
36. The Four Levels of Evaluation
• Level I: Evaluate Reaction
• Level II: Evaluate Learning
• Level III: Evaluate Behavior
• Level IV: Evaluate Results
• Fifth level was recently “added” for return on
investment (“ROI”) but this was not in
Kirkpatrick’s original model
37. Relationship Between Levels
• Each subsequent level is
predicated upon doing
evaluation at lower level
• A Level 3 will be of marginal
use, if a Level 2 evaluation is
not conducted
Level 1 - Reaction
Was the environment suitable for learning?
Level 2 - Knowledge
Did they learn anything
Level 3 - Behavior
KSA being used on the job?
Level 4 - Results
Was it worth it?
38. Slide 38
Improve
Learning Environment
Improve
Knowledge/Skill transfer
Check
Performance Environment
Check Requirements,
Systems and Processes
Only by assessing each level can we yield actionable results
Level 1 - Reaction
Was the environment suitable for learning?
Level 2 - Knowledge
Did they learn anything
Level 3 - Behavior
KSA being used on the job?
Level 4 - Results
Was it worth it?
39. Types of Assessments Used at Each Level
Level 1 - Reaction
Was the environment suitable for learning?
Level 2 - Knowledge
Did they learn anything
Level 3 - Behavior
KSA being used on the job?
Level 4 - Results
Was it worth it?
Type Form
Summative
Correlation of business results
with other assessment results
Summative Observation of Performance
360° Survey
Diagnostic
Summative
Self-assessment
Test
Reaction
Formative
Survey
Real-time Polling
Quizzing
40. Summary of Tools to Purpose
If you want to… Level 1 Level 2 Level 3 Level 4
Continue program X X
Improve program X X X
Ensure compliance X
Maximize training effectiveness X
Align training with strategy X X
Demonstrate training’s value X X X X
42. Let’s do a couple of exercises
to see if we know this stuff…
Before we do that…jeng jeng jeng
42
43. Sample #1: Plant Operation and Maintenance Training
COURSE OBJECTIVES
1. Describe in detail how to read P & I diagrams and the wealth of information they contain
2. Explore the main challenges of plant start-up, continuous operation & optimization, and shutdown
3. Equip participants with the ability to operate plants efficiently and quantify plant operations through
performance indicators and technical calculations
4. Develop participants’ capacity for troubleshooting methodologically using available process trends
and events recording
5. Present real case scenarios and examples for materializing the
troubleshooting process and focusing on the importance of root causes
6. Investigate plant maintenance strategies and priorities
7. Empower participants to plan turnarounds, execute, and evaluate them.
8. Emphasize the importance and relevance of core operations values and
safety principles on operations processes
9. Explain the creation and implementation of SOP
• How would you see the
evaluation look like?
• Which level of
Evaluation should you
employ?
• How do you think the
training should be
conducted?
44. Sample #2: Management Training for the New Manager or Supervisor
• Including how to:
1. Build a successful team.
2. Prioritize new management responsibilities.
3. Effectively communicate with new staff.
• Participants will learn to:
1. Differentiate between “managing” and “leading”.
2. Effectively transition from staff to management.
3. Establish performance standards and expectations for new teams.
4. Create action plans to reach goals.
5. Delegate effectively.
6. Deliver effective feedback, both positive and negative.
7. Facilitate conflict resolution among staff.
8. Understand the work style differences among different generations.
9. Establish trust and credibility while building team culture.
• How would you see
the evaluation look
like?
• Which level of
Evaluation should
you employ?
• How do you think
the training should
be conducted?
45. Based on the two public courses
examples, you will notice there is no
Level 4 – Impact Evaluation
Why?
45
47. To Summarize this section…
Revenue Generation
Cost
Reduction
Process Improvement
People
Engagement
Purpose of Learning
Interventions are to
Impact the Business for:
48. ROI Model and Process
How to Measure Training Results : A Practical Guide to
Tracking the Six Key Indicators Hardcover – February 27, 2002
by Jack Phillips (Author), Ron Stone (Author)
Many organizations have challenges in collecting
and extracting data. Hence, conducting ROI for
training will be difficult.
49. Summary
Analysis
•What
Knowledge?
(L2)
•What Skills or
Behavior?
(L3)
•What
Business
Impact? (L4)
•Is your
training
worth the
investment?
(L5)
Design
•Learning
Outcome to
solve issues in
Analysis.
•What test or
measurement do
we use to
determine if
Learning
Outcome is
achieved?
Develop
•Training &
Learning
Materials to
support
Analysis and
Design,
including the
test /
evaluation.
Implement
(Delivery)
•What delivery
style or
approach will
be able to
meet learning
outcome and
the test /
evaluation?
Evaluate
•Actual
evaluation
happens
49
50. Finally, looking at ADDIE model
Analyze
Design
Develop
Implement
Evaluate
Analyze
Design
Develop
Implement Evaluate
Delivery
Areas L&D should be good at