The document discusses the Critical Incident Technique (CIT) as a method for gathering data about exemplary and non-exemplary performance when performance standards are unclear. CIT involves collecting specific stories from observers about what workers did in certain situations, categorizing the incidents, and using the data to identify areas for improvement. The document provides examples of how CIT has been used to define service standards and identify competencies needed for new engineers. It also describes conducting focus groups and surveys with managers and workers to gather critical incidents for analysis.
This presentation summarizes research on the job performance of recent engineering graduates ("freshouts") in the workplace. The study utilized focus groups and surveys of engineering managers and freshouts to understand what freshouts are and are not doing well in their jobs, and the causes of nonperformance. Key findings included that it takes most freshouts 6-12 months to reach competency, and their initial assignments are typically small and simple projects. The goal of the research is to improve engineering education to better prepare students for workplace skills and performance.
The Architecture Center of Excellence (CoE) provides various architecture learning and certification options to help enterprises enhance their architecture skills. These include webinars, workshops, seminars, online courses, and customized in-house training programs. The CoE also offers skill governance assessments to evaluate architecture teams, identify gaps, and determine readiness for projects. Certification programs include two tiers to certify architecture essentials and certified architects. The CoE has helped over 800 customers in 16 countries enhance their architecture capabilities.
This document discusses an apprenticeship program between Dalehead Foods and Linton Village College.
Dalehead Foods is a pork and lamb supplier dedicated to Waitrose. It employs 1500 people across four manufacturing sites. Linton Village College is a secondary school with a focus on business and enterprise. The school has a strong record of academic success and developing business partnerships.
Representatives from Dalehead Foods and Linton Village College discuss their existing relationship and partnership, as well as opportunities to further develop apprenticeship programs between the business and school to provide work experience and skills training for students.
The document summarizes discussions from an NCIIA conference call on established entrepreneurship programs. Representatives from several universities discussed the origins and structure of their programs, key successes and challenges. If starting over, representatives said they would focus more on students, assessment, and building an advisory council earlier. They also emphasized the importance of the right people and funding sources.
Lehigh U - Partnerships for Enhancing Tech Commercialization Pipeline - Open ...the nciia
The document discusses partnerships between Lehigh University and student startups to help commercialize technologies. It provides EcoTech Marine as an example of this partnership. EcoTech was founded by Lehigh students, received support through various Lehigh entrepreneurship programs and competitions, was incubated at Lehigh's Thalheimer Student Startup Incubator, and received funding from organizations like Ben Franklin Technology Partners. EcoTech has grown to $5 million in annual revenue with the help of Lehigh's partnerships.
This document discusses a webinar on India's infrastructure strategy presented by Zenesys. It covers:
1. Lessons learned on rising costs and a talent shortage in India. Metro cities are driving up salaries and real estate prices.
2. Infrastructure investment opportunities totaling $657 billion through 2012 in sectors like power, roads, and ports. Specific projects are mentioned.
3. Challenges for foreign partners in India like changes to bidding processes, political influence, and ensuring clear roles for central and state governments. Partner roles are outlined to address these issues.
This document summarizes Embraer's Enterprise Excellence Program, which aims to introduce lean concepts and drive continuous improvement. It provides an overview of key areas including results, culture, lean initiatives, leadership, people, and transformation management. Metrics are presented showing improvements in areas such as the number of kaizen projects, leadership favorability ratings, and people development hours. The goal is to evolve cells and achieve certification at bronze, silver, and gold levels over time in order to deliver better business results and customer satisfaction through process improvements and leadership.
This document provides information about the Chartered Institute for the Management of Assessment Practice (CIMAP). It includes the board members and regional conveners. It contains a message from the board welcoming members and wishing them a happy festive season. It also provides notices about upcoming events and deadlines.
This presentation summarizes research on the job performance of recent engineering graduates ("freshouts") in the workplace. The study utilized focus groups and surveys of engineering managers and freshouts to understand what freshouts are and are not doing well in their jobs, and the causes of nonperformance. Key findings included that it takes most freshouts 6-12 months to reach competency, and their initial assignments are typically small and simple projects. The goal of the research is to improve engineering education to better prepare students for workplace skills and performance.
The Architecture Center of Excellence (CoE) provides various architecture learning and certification options to help enterprises enhance their architecture skills. These include webinars, workshops, seminars, online courses, and customized in-house training programs. The CoE also offers skill governance assessments to evaluate architecture teams, identify gaps, and determine readiness for projects. Certification programs include two tiers to certify architecture essentials and certified architects. The CoE has helped over 800 customers in 16 countries enhance their architecture capabilities.
This document discusses an apprenticeship program between Dalehead Foods and Linton Village College.
Dalehead Foods is a pork and lamb supplier dedicated to Waitrose. It employs 1500 people across four manufacturing sites. Linton Village College is a secondary school with a focus on business and enterprise. The school has a strong record of academic success and developing business partnerships.
Representatives from Dalehead Foods and Linton Village College discuss their existing relationship and partnership, as well as opportunities to further develop apprenticeship programs between the business and school to provide work experience and skills training for students.
The document summarizes discussions from an NCIIA conference call on established entrepreneurship programs. Representatives from several universities discussed the origins and structure of their programs, key successes and challenges. If starting over, representatives said they would focus more on students, assessment, and building an advisory council earlier. They also emphasized the importance of the right people and funding sources.
Lehigh U - Partnerships for Enhancing Tech Commercialization Pipeline - Open ...the nciia
The document discusses partnerships between Lehigh University and student startups to help commercialize technologies. It provides EcoTech Marine as an example of this partnership. EcoTech was founded by Lehigh students, received support through various Lehigh entrepreneurship programs and competitions, was incubated at Lehigh's Thalheimer Student Startup Incubator, and received funding from organizations like Ben Franklin Technology Partners. EcoTech has grown to $5 million in annual revenue with the help of Lehigh's partnerships.
This document discusses a webinar on India's infrastructure strategy presented by Zenesys. It covers:
1. Lessons learned on rising costs and a talent shortage in India. Metro cities are driving up salaries and real estate prices.
2. Infrastructure investment opportunities totaling $657 billion through 2012 in sectors like power, roads, and ports. Specific projects are mentioned.
3. Challenges for foreign partners in India like changes to bidding processes, political influence, and ensuring clear roles for central and state governments. Partner roles are outlined to address these issues.
This document summarizes Embraer's Enterprise Excellence Program, which aims to introduce lean concepts and drive continuous improvement. It provides an overview of key areas including results, culture, lean initiatives, leadership, people, and transformation management. Metrics are presented showing improvements in areas such as the number of kaizen projects, leadership favorability ratings, and people development hours. The goal is to evolve cells and achieve certification at bronze, silver, and gold levels over time in order to deliver better business results and customer satisfaction through process improvements and leadership.
This document provides information about the Chartered Institute for the Management of Assessment Practice (CIMAP). It includes the board members and regional conveners. It contains a message from the board welcoming members and wishing them a happy festive season. It also provides notices about upcoming events and deadlines.
This document provides an overview and summary of the accomplishments of the North Central Indiana WIRED (Workforce Innovation in Regional Economic Development) initiative from its inception through 2008. Some key points:
- All measurable outcomes established by the Department of Labor have been met, including over 13,000 individuals beginning workforce training, over 6,000 completing training, over 1,000 earning degrees/certificates, and over 3,000 being placed in jobs.
- Four key initiatives were established: building entrepreneurship, creating globally competitive industries, developing a 21st century workforce, and weaving supportive civic networks.
- Many programs and outcomes are described under each initiative, such as over 400 students and 91 teachers trained in entrepreneurship
The document is a newsletter from the Chartered Institute for the Management of Assessment Practice (CIMAP) providing an update on their activities.
The key points are:
1. CIMAP is actively involved in shaping the skills development landscape in South Africa through participation in various quality councils and SETA task teams.
2. The skills development landscape is undergoing changes to advance public FET provision and introduce more coherence to private provision under the Quality Council for Trades and Occupations (QCTO).
3. CIMAP is in the process of registering as a professional body with SAQA and an assessment quality partner with the QCTO.
The Chartered Institute for the Management of Assessment Practice (CIMAP) is a professional body supporting the needs of all stakeholders involved in Assessment, Moderation and ETD Practice in South Africa.
CIMAP is the ideal platform for the professionalisation of assessment practice.
The Chartered Institute for the Management of Assessment Practice (CIMAP) is a professional body supporting the needs of all stakeholders involved in Assessment, Moderation and ETD Practice in South Africa.
The document outlines a workshop for developing a successful internship program. It discusses defining internships, benefits of hiring interns, resources for small businesses, challenges with Generation Y interns, and tips for recruiting, implementing, and managing internship programs. The workshop covers introducing common internship paradigms, the value of internships for students and employers, and best practices for intern dos and don'ts.
[Challenge:Future] Microjobs.org: to fight youth unemploymentChallenge:Future
The document proposes an online platform called Microjobs.org to help bridge the experience gap faced by unemployed youth. The platform would allow employers to post microjobs and case studies that youth can complete for experience. Youth would gain practical skills, while employers have a pool of potential candidates. Mentorship and training resources would also be provided. The goal is to register 500 youth and recruit 50 companies willing to outsource microjobs within a year of launching active Macedonian and Polish versions of the site. A team of 10 young people from Poland and Macedonia would work approximately 3,000 hours to achieve this goal.
1) The document discusses defining and improving the capabilities of the IT service management industry. It notes a lack of both technical skills as well as customer service skills among IT service managers.
2) There are estimated to be 100,000 IT service managers in the UK and 25 million globally. While technical skills are important, customer service skills are seen as critical to the industry's future capabilities.
3) The document proposes developing clear career pathways, standards, and qualifications to attract new talent and help current IT service managers upgrade their skills, particularly in customer service. This would improve industry capabilities and help the UK maintain its global leadership in IT.
Published by Cornwall Development Company
Printed and written by United Response
Produced an as employer pack by Cornwall Works for Learning Disabilities - a Convergence programme in Cornwall funded by the Department for Work and Pensions through Cornwall Council through the European Social Fund.
The document outlines a workshop for developing a successful internship program. It discusses defining internships, benefits of hiring interns, resources for small businesses, challenges with Generation Y interns, and tips for recruiting, sourcing, and managing interns. Examples of intern roles and resources like campus2careers and a local internship fair are provided to help small businesses establish effective internship programs.
This document provides an overview and summary of Classle's social learning platform. Classle aims to address issues in education like employability, access to quality learning, and soft skills development through an online social network focused on learning. Key features of Classle include Campus Classle for private cloud campuses, Classle.net for global learning resources, and PlacementNet to connect students and employers. The presentation outlines Classle's vision, features, partnerships and provides next steps for institutions and students to get involved.
College interns can provide significant value and productivity gains for employers. A study by The Internship Institute found that a single manager can gain the equivalent of 225 full workdays per year by supervising 4 interns working 15 hours per week each. While requiring around 10 hours of supervision per week, interns completed an average of 60 hours of work. This resulted in a net productivity yield of 1,800 hours or 225 workdays annually for the supervising manager.
Moving into the Future - Pragmatic Approaches to Bridge the GapMarc Netka
This document discusses strategies for schools to bridge achievement gaps through technology. It highlights how immense resources are being deployed to develop strategies, including redesigning learning spaces and rethinking classrooms. While technology enables better learning, it also widens gaps. The document outlines keys to successful execution like working within budgets, managing human resources effectively, and dealing with spatial limitations. It provides case studies of schools adapting strategies like leveraging refurbished hardware and outsourcing services to overcome challenges.
Open 2013: The Melting Pot: An emerging model in graduate-level entrepreneur...the nciia
This document describes the entrepreneurship resources and programs at Lehigh University. It outlines that Lehigh has extensive infrastructure and courses to support entrepreneurship including an Integrated Product Development program. It also lists several educational programs focused on entrepreneurship such as a Master's in Technical Entrepreneurship and the Baker Institute for Entrepreneurship. Finally, it mentions several related organizations that support entrepreneurship through Lehigh including the Lehigh Entrepreneurship center.
Practice Paradox | Going for Growth - Marketing Strategies | Communicat Caree...Practice Paradox
This document discusses how to leverage opportunities to grow a business and career. It provides examples of leverage points like systems, training others, and selling additional products. A case study shows how a travel agency increased revenue from $800k to $3.4 million in 18 months by addressing negative beliefs about selling, lack of measurements, and developing sales skills. The document encourages readers to identify leverage points in their own work to multiply their value and worth.
The document provides information on management qualifications from the Chartered Management Institute (CMI) including benefits of qualifications, levels of qualifications from team leading to strategic leadership, and typical course units. CMI qualifications are designed to develop management skills recognized by employers through flexible study options.
Kaizen Training Solutions provides customized training solutions worldwide. It aims to become a leading training and development organization in India and globally. The company's vision is to improve client business performance through needs-based training. Its mission is to holistically enhance client achievement by fulfilling analytically identified training needs. KTS believes in unlocking each participant's potential through education, coaching and mentorship. It employs interactive training methodologies including lectures, activities, videos and assessments to deliver practical and results-oriented learning.
The document summarizes research by Bersin & Associates on virtual classrooms. It discusses the evolution of learning and development bringing increased use of virtual classrooms. It defines virtual classrooms as synchronous online learning conducted in a group setting facilitated by an instructor. The document outlines various virtual classroom providers and technologies, features and functions, best practices, and how to get started with and adopt virtual classrooms. It encourages following Bersin & Associates for further updates on their research findings.
Career Changer Mindset, Strategy, Branding and Execution: Getting Your Ducks ...Todd Nilson
Making a career change is anything but child’s play. The soul searching involved with making a decision to change one’s livelihood is complicated by the challenges of learning new skills, going back to school, and being reconciled to accepting what’s often a lower salary to get started in a different profession. But the tools and means to make a new you have never been more readily at hand. An embarrassment of riches are available for the career changer who knows how to look.
In this talk, Todd Nilson will present the potential and pitfalls of managing your job search as a career changer. This will not be a session about how to write a resume but will be a presentation-and-discussion format seminar that will address the underlying concerns of taking on a new career path along with the tools and techniques that can bring you to the attention of a new employer or help you to reposition yourself as the entrepreneur you always dreamed of becoming.
In this presentation, you will learn:
• How to get mentally prepared for a career change: three essential mindsets
• Ways to better understand the careerscape you’re entering
• Designing a transition plan that works which defines your goals and the people who will help you to achieve them
• How to stay on target during the search
The student gained valuable voluntary experience working with Age Concern Leicester at their Day Care Centre. Their typical day involved transporting elderly service users to and from the Centre, helping with meals and activities, and socializing with the users. Through this experience, the student enhanced their interpersonal, communication, teamwork and networking skills. They felt more confident interacting with a wide variety of people from different backgrounds. The student believes the skills acquired through voluntary work will be invaluable for their future career.
The critical incident technique is a qualitative approach used to gather specific behavioral descriptions of work or other activities. Respondents are typically asked to describe experiences they have had. Critical incidents must be sufficiently detailed to allow others to understand the experience. The technique was originally developed for training needs assessment and performance evaluation and has since been used in various fields like customer satisfaction surveys and job interviews. It aims to differentiate effective and ineffective work behaviors by analyzing specific incidents.
This document provides an overview and summary of the accomplishments of the North Central Indiana WIRED (Workforce Innovation in Regional Economic Development) initiative from its inception through 2008. Some key points:
- All measurable outcomes established by the Department of Labor have been met, including over 13,000 individuals beginning workforce training, over 6,000 completing training, over 1,000 earning degrees/certificates, and over 3,000 being placed in jobs.
- Four key initiatives were established: building entrepreneurship, creating globally competitive industries, developing a 21st century workforce, and weaving supportive civic networks.
- Many programs and outcomes are described under each initiative, such as over 400 students and 91 teachers trained in entrepreneurship
The document is a newsletter from the Chartered Institute for the Management of Assessment Practice (CIMAP) providing an update on their activities.
The key points are:
1. CIMAP is actively involved in shaping the skills development landscape in South Africa through participation in various quality councils and SETA task teams.
2. The skills development landscape is undergoing changes to advance public FET provision and introduce more coherence to private provision under the Quality Council for Trades and Occupations (QCTO).
3. CIMAP is in the process of registering as a professional body with SAQA and an assessment quality partner with the QCTO.
The Chartered Institute for the Management of Assessment Practice (CIMAP) is a professional body supporting the needs of all stakeholders involved in Assessment, Moderation and ETD Practice in South Africa.
CIMAP is the ideal platform for the professionalisation of assessment practice.
The Chartered Institute for the Management of Assessment Practice (CIMAP) is a professional body supporting the needs of all stakeholders involved in Assessment, Moderation and ETD Practice in South Africa.
The document outlines a workshop for developing a successful internship program. It discusses defining internships, benefits of hiring interns, resources for small businesses, challenges with Generation Y interns, and tips for recruiting, implementing, and managing internship programs. The workshop covers introducing common internship paradigms, the value of internships for students and employers, and best practices for intern dos and don'ts.
[Challenge:Future] Microjobs.org: to fight youth unemploymentChallenge:Future
The document proposes an online platform called Microjobs.org to help bridge the experience gap faced by unemployed youth. The platform would allow employers to post microjobs and case studies that youth can complete for experience. Youth would gain practical skills, while employers have a pool of potential candidates. Mentorship and training resources would also be provided. The goal is to register 500 youth and recruit 50 companies willing to outsource microjobs within a year of launching active Macedonian and Polish versions of the site. A team of 10 young people from Poland and Macedonia would work approximately 3,000 hours to achieve this goal.
1) The document discusses defining and improving the capabilities of the IT service management industry. It notes a lack of both technical skills as well as customer service skills among IT service managers.
2) There are estimated to be 100,000 IT service managers in the UK and 25 million globally. While technical skills are important, customer service skills are seen as critical to the industry's future capabilities.
3) The document proposes developing clear career pathways, standards, and qualifications to attract new talent and help current IT service managers upgrade their skills, particularly in customer service. This would improve industry capabilities and help the UK maintain its global leadership in IT.
Published by Cornwall Development Company
Printed and written by United Response
Produced an as employer pack by Cornwall Works for Learning Disabilities - a Convergence programme in Cornwall funded by the Department for Work and Pensions through Cornwall Council through the European Social Fund.
The document outlines a workshop for developing a successful internship program. It discusses defining internships, benefits of hiring interns, resources for small businesses, challenges with Generation Y interns, and tips for recruiting, sourcing, and managing interns. Examples of intern roles and resources like campus2careers and a local internship fair are provided to help small businesses establish effective internship programs.
This document provides an overview and summary of Classle's social learning platform. Classle aims to address issues in education like employability, access to quality learning, and soft skills development through an online social network focused on learning. Key features of Classle include Campus Classle for private cloud campuses, Classle.net for global learning resources, and PlacementNet to connect students and employers. The presentation outlines Classle's vision, features, partnerships and provides next steps for institutions and students to get involved.
College interns can provide significant value and productivity gains for employers. A study by The Internship Institute found that a single manager can gain the equivalent of 225 full workdays per year by supervising 4 interns working 15 hours per week each. While requiring around 10 hours of supervision per week, interns completed an average of 60 hours of work. This resulted in a net productivity yield of 1,800 hours or 225 workdays annually for the supervising manager.
Moving into the Future - Pragmatic Approaches to Bridge the GapMarc Netka
This document discusses strategies for schools to bridge achievement gaps through technology. It highlights how immense resources are being deployed to develop strategies, including redesigning learning spaces and rethinking classrooms. While technology enables better learning, it also widens gaps. The document outlines keys to successful execution like working within budgets, managing human resources effectively, and dealing with spatial limitations. It provides case studies of schools adapting strategies like leveraging refurbished hardware and outsourcing services to overcome challenges.
Open 2013: The Melting Pot: An emerging model in graduate-level entrepreneur...the nciia
This document describes the entrepreneurship resources and programs at Lehigh University. It outlines that Lehigh has extensive infrastructure and courses to support entrepreneurship including an Integrated Product Development program. It also lists several educational programs focused on entrepreneurship such as a Master's in Technical Entrepreneurship and the Baker Institute for Entrepreneurship. Finally, it mentions several related organizations that support entrepreneurship through Lehigh including the Lehigh Entrepreneurship center.
Practice Paradox | Going for Growth - Marketing Strategies | Communicat Caree...Practice Paradox
This document discusses how to leverage opportunities to grow a business and career. It provides examples of leverage points like systems, training others, and selling additional products. A case study shows how a travel agency increased revenue from $800k to $3.4 million in 18 months by addressing negative beliefs about selling, lack of measurements, and developing sales skills. The document encourages readers to identify leverage points in their own work to multiply their value and worth.
The document provides information on management qualifications from the Chartered Management Institute (CMI) including benefits of qualifications, levels of qualifications from team leading to strategic leadership, and typical course units. CMI qualifications are designed to develop management skills recognized by employers through flexible study options.
Kaizen Training Solutions provides customized training solutions worldwide. It aims to become a leading training and development organization in India and globally. The company's vision is to improve client business performance through needs-based training. Its mission is to holistically enhance client achievement by fulfilling analytically identified training needs. KTS believes in unlocking each participant's potential through education, coaching and mentorship. It employs interactive training methodologies including lectures, activities, videos and assessments to deliver practical and results-oriented learning.
The document summarizes research by Bersin & Associates on virtual classrooms. It discusses the evolution of learning and development bringing increased use of virtual classrooms. It defines virtual classrooms as synchronous online learning conducted in a group setting facilitated by an instructor. The document outlines various virtual classroom providers and technologies, features and functions, best practices, and how to get started with and adopt virtual classrooms. It encourages following Bersin & Associates for further updates on their research findings.
Career Changer Mindset, Strategy, Branding and Execution: Getting Your Ducks ...Todd Nilson
Making a career change is anything but child’s play. The soul searching involved with making a decision to change one’s livelihood is complicated by the challenges of learning new skills, going back to school, and being reconciled to accepting what’s often a lower salary to get started in a different profession. But the tools and means to make a new you have never been more readily at hand. An embarrassment of riches are available for the career changer who knows how to look.
In this talk, Todd Nilson will present the potential and pitfalls of managing your job search as a career changer. This will not be a session about how to write a resume but will be a presentation-and-discussion format seminar that will address the underlying concerns of taking on a new career path along with the tools and techniques that can bring you to the attention of a new employer or help you to reposition yourself as the entrepreneur you always dreamed of becoming.
In this presentation, you will learn:
• How to get mentally prepared for a career change: three essential mindsets
• Ways to better understand the careerscape you’re entering
• Designing a transition plan that works which defines your goals and the people who will help you to achieve them
• How to stay on target during the search
The student gained valuable voluntary experience working with Age Concern Leicester at their Day Care Centre. Their typical day involved transporting elderly service users to and from the Centre, helping with meals and activities, and socializing with the users. Through this experience, the student enhanced their interpersonal, communication, teamwork and networking skills. They felt more confident interacting with a wide variety of people from different backgrounds. The student believes the skills acquired through voluntary work will be invaluable for their future career.
The critical incident technique is a qualitative approach used to gather specific behavioral descriptions of work or other activities. Respondents are typically asked to describe experiences they have had. Critical incidents must be sufficiently detailed to allow others to understand the experience. The technique was originally developed for training needs assessment and performance evaluation and has since been used in various fields like customer satisfaction surveys and job interviews. It aims to differentiate effective and ineffective work behaviors by analyzing specific incidents.
Critical incident method of performance appraisallydiawood280
The critical incident method is an objective performance appraisal method based on observable employee behaviors rather than subjective ratings. Managers document specific positive and negative critical incidents as they occur throughout the review period. These critical incidents, which focus on essential job duties, are then used to evaluate employee strengths and areas for improvement. By documenting incidents over time, the method avoids bias from recent events and provides documentation to support disciplinary actions if needed. It also gives managers opportunities to coach employees and identify process improvements through analysis of routinely problematic incidents.
CIT in information literacy, ECIL 2016, Sabina CisekSabina Cisek
The document discusses the Critical Incident Technique (CIT), a qualitative research method used to study human behavior. It provides background on CIT, including its creator, common disciplines of use, and definitions. The document then outlines the author's research goals, questions, and method, which involved a systematic review and content analysis of 10 studies that used CIT to examine aspects of information literacy from 2001-2015. The findings provide details on how often CIT was used, what IL aspects were studied, and how the CIT-based research was conducted, including data collection methods, sampling techniques, analysis approaches, and frameworks used. The conclusions discuss advantages of CIT in exploring users' perceptions of real-life experiences.
The critical incident method is a technique for collecting clear, observable data about employee performance. It involves identifying and describing specific events where an employee either performed well or needs improvement. The method has several steps: collecting critical incidents as they occur, summarizing them for a rating period, and conducting a performance review with the employee. It is used for various purposes like performance analysis, organizational development, and competency assessment. The advantages are that it provides concrete examples of behavior and is flexible, while the disadvantages include potential inaccuracies in perceptions and the time required for analysis.
This document discusses the critical incident technique, which involves analyzing significant events or behaviors to evaluate performance. It defines a critical incident as one that makes a significant difference in an activity's outcome. The document outlines how to record critical incidents, including describing the context, incident details, and impact. It explains that critical incidents can involve effective or ineffective behaviors. The technique was developed to evaluate military personnel but is now used in healthcare to understand roles and solve problems. It allows analyzing interactions and patient responses. The document reviews advantages like flexibility and rich data collection, and disadvantages like reliance on memory.
This document summarizes a critical incident involving advocacy on behalf of an adolescent patient with cystic fibrosis. It discusses the pathophysiology of cystic fibrosis, the medication Pulmozyme that was needed but not provided at discharge, nursing priorities of promoting airway clearance and quality of life, and various legal, ethical, and political issues arising from the case. It concludes by recommending that special authorization for medications be obtained before discharge if needed, and that pediatricians receive better training in patient advocacy.
Attitude scale and critical incident techniqueShaells Joshi
The individual experienced many career failures and losses over multiple years including losing jobs, businesses and elections. However, after facing defeat in many areas of his life, he was eventually elected as President of the United States. Prior to achieving the presidency, he faced numerous setbacks such as losing his job, failing in business, his wife passing away, and being defeated in multiple campaigns for public office over many years.
The document discusses training challenges and the training process within organizations. It addresses who needs training, when it is necessary, factors that make programs effective, and how to measure outcomes. The training process involves needs assessment, development, implementation, and evaluation. A variety of training methods and types are explored, including computer-based, learning portals, videoconferencing, and on-the-job training. Key factors for successful training include tying content to work, including all employees, using flexibility, and gaining management support.
This document provides an overview of the Shadowmatch solution. The research behind Shadowmatch found that an individual's success depends on the contextual match between their habits and the environment/tasks. Shadowmatch maps the habits of top performers in specific roles/contexts to create benchmarks. It then assesses individuals and provides matching results and personalized development programs. The system addresses the entire employee lifecycle from recruitment to exit planning. Benefits include improved selection, development, productivity and return on employment. A demonstration shows how Shadowmatch can be used for tasks like recruitment, redeployment and team building. The differentiator of Shadowmatch is its automated, self-managed and cost-effective approach to objectively assessing individuals while addressing the full employee lifecycle through
This document summarizes a presentation on effective interviewing techniques from a recruiter's perspective. It covers the use of behavior-based interviewing to assess competencies through past experiences. Attendees learn about identifying competencies, preparing for interviews, understanding the STAR response structure, and practicing interview simulations. The goal is to help candidates demonstrate how their skills align with the job requirements based on specific examples from their background.
The document discusses conducting a training needs analysis to identify critical performance gaps, determine their causes, evaluate potential solutions like training, and calculate the projected return on investment to justify training investments before implementation. The goal is to improve work performance by addressing skill or knowledge deficiencies through appropriate and cost-effective training interventions.
Key Takeaway:
Colleges today face specific and unique challenges as they help their students out of the classroom and into the workforce. This session offers practical and strategic tools to help bridge the “Skills Gap” that students coming out of college face today as well as tools which help engage everyone’s participation in improving employment outcomes for your Graduates.
Description (paragraph form)
With an increased pressure on Institutions of Higher Learning to substantiate their course offerings with respect to employability; now more than ever, programs designed to specifically address soft-skills are the only viable way to prepare the student and close the “skills gap” that exists in the job market today.
More and more recent college graduates struggle to gain entry into their field due to what employers claim is a lack of hands on experience, professionalism and business acumen in students coming directly out of college.
Join highly-rated speaker Ann Cross for this interactive and engaging presentation about the benefits of incorporating soft-skills training through experiential learning into the student experience. For those who already have soft-skills training as part of your course offerings, this workshop will share some of the best practices from around the country.
The Sparrow Group has visited dozens of campuses in the last five years, and has seen what works, as well as the common mistakes and missed opportunities. This is not a theoretical workshop, but rather a workshop that focuses on practical, tactical programs that you can implement immediately. You’ll hear stories of success, see data that supports outcomes, and leave with tools that you can take back to the campus and use to improve employment outcomes.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
A unique Open-Innovation driven talent screening system that combines talent identification with crowdsourcing to find new ideas. For more into: www.bioflukes.com
This document summarizes the services provided by Connecttalent, a company that helps students and graduates find entry-level jobs. It provides an exclusive platform for job opportunities and helps with the transition from college to a professional career. Connecttalent aims to ensure all students have access to opportunities by connecting them with employers. It acts as a trusted partner for students as they begin their job search. The company builds an employability ecosystem to link employers, students, and academia to help both sides with recruiting, assessments, and hiring.
One of the great paradoxes of the current economy is a relatively high level of general unemployment among Western economies and simultaneously, a very tight labor market for certain skilled roles. Anecdotes of hiring cycles in the six-month range for specialized developers or designers are not uncommon in software circles, and high-tech manufacturers voice frequent complaints about the lack of skilled talent. The key to solving these hiring challenges is to think differently about the problem. All too often, hiring managers and recruiters default to a “hiring” focused answer, when frequently the real answer lies in development, internal mobility, apprenticeship and long-term career and succession planning. In this session, we’ll talk about how all these pieces fit together and why “hiring for critical roles” is fundamentally the wrong strategy in most cases.
Old Building Great Sourcing Organizations-GTTGTTSlide
The document discusses excellence in outsourcing organizations. It explains that outsourcing providers need to continuously pursue excellence to be competitive when companies are choosing providers. The key enablers of excellence are having the right people, best-in-class processes, and leveraging technology. Organizations can pursue excellence through partnerships, centers of excellence, thought leadership, and continuous improvement.
Connecttalent is a platform that helps students and graduates find entry-level jobs by providing opportunities from a wide range of employers and helping with the transition to professional life. It offers tools and resources for both job seekers and employers, including job postings, resume management, assessments, and interview coordination to help match candidates to the right positions. The goal is to launch careers exhilaratingly by ensuring all individuals have access to opportunities through their trusted connections and talent ecosystem.
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1. WHEN PERFORMANCE IS FUZZY:
THE CRITICAL INCIDENT TECHNIQUE (CIT)
Steven W. Villachica, PhD
SteveVillachica@boisestate.edu
Organizational Performance
and Workplace Learning
Download slides and handout at
https://sites.google.com/a/boisestate.
edu/ieeci/e2r2p/project-deliverables
2. Agenda
2
Introduction
CIT Examples
Your Turn
Wrap Up
4. What do you do when…
4
Exemplary performance is fuzzy?
No one knows what a “good one”
looks like?
Managers and clients don‟t know how
work gets done?
There are no functional descriptions of
workplace activities?
Job descriptions workplace tasks?
What the organization says it values
what the organization really values?
6. CIT as Evidence-Based Practice
6
Data-Driven Decision Making Almost 60 Years of Use
1. Determine questions you In peer-reviewed
want to answer journals
2. Collect specific, relevant data In a variety of disciplines
from different, triangulated and workplace settings
sources in the field To create all sorts of
3. Analyze the data performance
4. Draw conclusions to answer improvement solutions
the questions
--in ways that improve valued
performance
More stuff that works!
7. CIT in Many Fields
7
Researcher Used CIT to
Flanagan (1954) Create procedures to select and
train WWII aircrews.
Thomas & Identify triggers that virtual teams
Bostrom (2010) use to adapt their uses of
technology during a project
Korte (2010) Investigate how newly hired
engineers socialize themselves
within a firm
8. CIT in Many Fields
About 20 CIT appearances in PI and PIQ
8
Researcher Used CIT to
Craytor (1968) Create programmed instruction in
therapeutic radiology for nursing
students
Smith (2009) Identify areas of expertise
associated with ASTD‟s
competency model
Hale (2011) Create ISPI‟s proficiency-based
certification for school improvement
specialists
9. CIT in Many Fields
About 20 CIT appearances in PI and PIQ
9
Researcher Used CIT to
Lundberg, Conduct a needs assessment
Elderman, investigating a problem with billable
Ferrell, & hours in a national retailer‟s parts and
Harper (2010) service department
Bacdayan Create a test that quality improve-
(2002) ment teams can use to determine the
suitability of a given project
Dean (1998) How to conduct CIT
Marrelli (2005) How to conduct CIT
10. Handout
A Basic CIT Process pp. 1-2
10
4. Analyze data
1. Determine the aim
• Frame of reference
of the CIT
• Categories
• Priorities
2. Plan the CIT • Verification
• Observers
• Observations 5. Report findings
• Specific behaviors • Categories
• Prototypical incidents
3. Collect incidents • Limitations
• Observations • PI conclusions
• Interviews CIT isn’t a rigid recipe. It’s a set
• Focus groups of flexible set of principles.
• Surveys (Flanagan, 1954; Woolsey, 1986)
11. Example 1: Making Service Standards Real
11
The opportunity
The incidents
• Client (anonymous)
• Service Standards • Stephanie Clark
Professional
• Amanda Collins
Respectful
• Julie Kwan
Compassionate
• Allison Sesnon
Helpful
• What do the standards REALLY mean?
• How do we operationalize the standards?
• How do we close gaps in service performance?
The results
12. What the ID Team Did
12
Use CIT to collect stories about exemplary and
non-exemplary performance
Generated competencies
Ranked the criticality of the competencies
Focused on two key competencies
• Responding to clientele needs
• Communicating with clientele and team
Fixed the environment and provided training
• Standards, feedback, process
13. A Service Standard Example: Helpful
13
Exemplary Performance Non-Exemplary Behavior
An elderly guest, using a cane, came A family is in a hurry to get on the
into the kitchen for a yogurt. A road. They were just informed
volunteer working in the kitchen unexpectedly that they need to
greeted her and engaged in friendly check their child out of the
conversation. The volunteer hospital this afternoon. They are
recognized that the guest was frantically trying to get everything
having difficulty going out the door, done to leave. A volunteer notices
so the volunteer offered to hold the the family is leaving and reminds
door. The guest remembered she them to be sure to wash the room
needed a spoon for her yogurt, and laundry before they leave.
the volunteer fetched a plastic spoon
for the guest and assisted the guest
out the door.
14. How CIT Helped
14
Made otherwise abstract standards
visible by associating compelling
stories with each
Targeted service competencies
needing improvement
Provided a mechanism to fix
environmental causes of the
performance gap
Provided sources of demos and http://www.perform
ancexpress.org/2012
role-play activities for the training /08/tales-from-the-
Made the effort “by and for the field-making-service-
standards-real-for-
volunteers and staff” families-in-need/
15. Example 2: Decreasing Time to Competent
Engineering Performance
15
This material is based upon work
supported by the National Science
Foundation under Grant No. 1037808.
Any opinions, findings, and conclusions
or recommendations expressed in this
material are those of the author(s) and
do not necessarily reflect the views of
the National Science Foundation.
16. Engineering Education Research to Practice
E2R2P
16
Improve engineering education in ways that
improve workplace performance.
Education engineering for engineering education.
Engineering Workplace
Newly Graduated and Hired
Students Skills
“Freshout” Engineers
Engineering Education Engineering Workplace
Research-to-Practice
Valley of Death
17. Our Shared Opportunity
Decrease Ramp Up Time to Competent Performance
17
Company Costs
Promotion! Desired $ Training
Competency
$ Errors
Actual
Competency $ Mentoring
Performance
$ Salary
New Task/Project
$ Opportunity
$ Other projects
Leave University/Enter Workforce
$ Others?
Time
{ }
Increase Starting Skills
- OR -
REDUCE Change Learning Curve
- OR -
CO$T Make Boundaries
Porous
18. Spanning Gaps between Actual and Desired
Engineering Performance
18
Shared Decrease Ramp-up Time to Competent Job
Education Engineering Opportunity Performance in the Engineering Workplace
Problem
Identification
Research Questions
• What are newly graduated and hired “fresh out” engineers
Root Escape doing/not doing in the workplace that they should?
Cause Cause • What are the consequences of performance/non-performance
Analysis Analysis in the workplace?
• What workplace competencies should fresh outs possess?
• In what workplace contexts do fresh outs apply the
competencies?
Escape • What are the root causes of workplace nonperformance?
Corrective
Corrective
Action
Action Focus Groups & Surveys
Problem Inspection • Engineering managers, engineering leads, HR personnel, and
Failures technical scientists who work with fresh out engineers
• Fresh out engineers Engineering Practice Survey
19. Method
19
Participants
7 Focus Groups Company Manager Fresh-Out
Qualitative design using critical Parametrix 5 0
Micron 4 3
incident technique (Flanagan, Motive Power 3 4
1954) CH2MHill 4 3
16 engineering managers, lead Total 16 10
engineers, supervising
engineers, technical scientists,
and HR personnel that work
with freshouts to bring them up
to speed in the workplace
10 freshouts
20. Method
Procedure
20
Identify Company Arrange Focus
Recruitment Sponsors Groups
Facilitate Collect Data
about Workplace
Collect Data
about Causes of
Focus Groups Performance Nonperformance
Grow Share Results Work towards
and Collaborative
Collaboration Sensemaking Corrective Action
21. Method Handout
Instrumentation p. 4
21
Critical Incident Card
22. Method
Instrumentation
13
Root Cause Analysis
INFORMATION TOOLS MOTIVATION
ENVIRONMENT
• Data • Resources • Incentives
• Expectations • Software • Rewards
• Feedback • Tools • Consequences
• Standard Operating • Support
Procedures
• Knowledge • Physical Capacity • Motives
PERSON
• Skills • Mental Capacity • Affect
• Flexibility • Work Habits
• Resilience • Drive
23. Comparing the Examples
23
ID team supporting Collect instances
nonprofit service Group instances into
standards behaviors or competencies
Research team Prioritize the groups
conducting a Make sense of the data
performance
analysis for “It’s the small stories
freshout engineers gathered together that
made that big ah-ah.”
--Allison Sesnon
24. Your Turn!
Create and Classify Incidents for ISPI
24
ISPI wants to collect real-world stories
about performance improvement
1. Instances of successful HPT performance
2. Instances of unsuccessful HPT performance
3. Assign categories
4. Leave completed incidents on the table
You will need a pen or pencil!
25. Ground Rules
25
Doing this voluntarily. Can stop any time.
Feel free to omit your name and email if you
want.
ISPI may contact you to learn more about an
incident you provide.
ISPI considers your data confidential.
ISPI will report data in aggregate form,
without mentioning individual contributors.
26. Name (optional) Email address (optional)
Describe an incident that occurred to a practitioner
(you or someone else) trying to improve
performance.
Discrete Tasks
26
• Deliver a client
What level of performance was the practitioner
trying to improve? presentation
(Check all that apply) • Identify the root
Worker Organization Enterprise Society cause of a problem
Does this incident reflect (check one): • Analyze a data set
Where the practitioner successfully performed a
task related to improving performance?
Where the practitioner was unsuccessful in • Keep stories short
performing a task related to improving
performance?
• Focus on quick
generation
What were the general circumstances leading up to
this incident?
Use Action Verbs
What the practitioner was trying to accomplish?
• Delayed production
How did this incident affect the goals of the
practitioner’s project?
• Increased costs
• Satisfied customers
How often do incidents like this occur? Only once Sometimes
• Met standards
Frequently
27. Successful Incident (With apologies to Harold Stolovitch)
Describe an incident that occurred to a practitioner Describing a training request,
(you or someone else) trying to improve performance. the client seemed focused on
27
means (schedules, compliance,
length of training). Client didn’t
What level of performance was the practitioner trying
mention anything about the
to improve?
ends –the valued business
(Check all that apply)
goals that the training should
Worker Organization Enterprise Society
produce.
Does this incident reflect (check one):
Where the practitioner successfully performed a Used probing questions to:
task related to improving performance? • Frame statements of actual
Where the practitioner was unsuccessful in and desired performance.
performing a task related to improving • Align the gap with business
performance? goals.
What were the general circumstances leading up to Training request from human
this incident? resources department.
What the practitioner was trying to accomplish? Focus on valued performance
How did this incident affect the goals of the Refocused client on delivering a
practitioner’s project? valued success story
How often do incidents like this occur? Only once Sometimes
Frequently
28. Unsuccessful Incidents
28
Generate incidents where a practitioner was
unsuccessful in performing a task related to
improving performance.
29. Code the Incidents You’ve Created
Part 1
29
CPT Standard Code of Ethics Cause Analysis
(1-10) (A-F) (a-l)
For every instance:
1. Specify at least one
relevant CPT
standard (1-10)
2. Specify at least one
ethical code (A-F)
30. Code the Incidents You’ve Created
Part 2
30
CPT Standard Code of Ethics Cause Analysis
(1-10) (A-F) (a-l)
For unsuccessful
performances,
1. Indicate ONE
potential root
cause (a-l)
--Based on Gilbert (1978)
31. Initial E2R2P Findings
Problem Identification
31
What Freshouts Do on the Job—
Successfully and Otherwise
Communication and Teamwork
Design
12% Analysis
Technical fundamentals
Other, 23% Software skills
12% Problem solving
Motivation
2%
Positive attitude
2% Leadership
2% 9% Work Ethic
Circuit debug
2%
3% Trouble shooting and critical thinking
6% Real world engineering
3% 3%
3% Process Knowledge
6%
3% Programming
5% 5%
Business System Knowledge
Other
32. Initial E2R2P Findings
Root Cause Analysis
32
19% 17% 18% Env. Info
17%
4% Env. Tool
5%
0% 3% 0% Env. Mot
15%
Ind. Know
Ind. Cap
45% 57% Ind. Mot
Managers 6% Freshouts
8%
11% 35%
11%
29%
Dean (1997)
33. Next E2R2P Steps
33
Outreach to professional
organizations, new company
sponsors, and other universities
Present survey, problem
identification, and root cause
analysis findings to company
sponsors and participants for
collaborative sensemaking
Create a community of shared
practice and concern https://sites.goog
le.com/a/boisest
Build to a corrective action forum ate.edu/ieeci/e2r
with all stakeholders (a.k.a. “design
solutions”) 2p
34. CIT Wrap Up
34
CIT has a track record spanning almost 60
years
CIT is an evidence-based practice for
performance improvement
CIT is applicable in a wide variety of settings
where performance is fuzzy
CIT can be a valuable tool for
performance improvement
practitioners
When performance is
fuzzy, consider CIT!
35. References
35
Bacdayan, P. (2002). Preventing stalled quality improvement teams: A written test of project selection ability. Performance Improvement Quarterly, 15(1), 47-66. doi:
10.1111/j.1937-8327.2002.tb00240.x
Butterfield, L.D., Borgen, W.A., Amundson, N.E., & Maglio, A.-S.T. (2005). Fifty years of the critical incident technique: 1954-2004 and beyond. Qualitative
Research, 5(4), 475-497. doi: 10.1177/1468794105056924
Clark, S., Collins, A., Kwan, J., & Sesnon, A. (2012). Tales from the field: Making service standards real for families in need. Performance Xpress, (August 1).
http://www.performancexpress.org/2012/08/tales-from-the-field-making-service-standards-real-for-families-in-need/
Craytor, J.K. (1968). Critical incident technique, programmed instruction and nursing education. NSPI Journal, 7(6), 12-18. doi: 10.1002/pfi.4180070606
Dean, P.J. (1998). A qualitative method of assessment and analysis for changing the organizational culture. Performance Improvement, 37(2), 14-23. doi:
10.1002/pfi.4140370207
Flanagan, J.C. (1954). The critical incident technique. Psychological Bulletin, 51(4), 327-358. doi: 10.1037/h0061470
Flanagan, J.C. (1962). Measuring human performance. Pittsburgh, PA: The American Institute for Research.
Hale, J.A. (2011). Competencies for professionals in school improvement. Performance Improvement, 50(4), 10-17. doi: 10.1002/pfi.20208
Harless, J.H. (1986). Guiding performance with job aids. In M. Smith (Ed.), Introduction to performance technology (Vol. 1, pp. 106-124). Washington, DC: The National
Society for Performance and Instruction.
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36. Thank You
36
Questions? Comments?
SteveVillachica@boisestate.edu