Monday, June 14, 2021

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Entries for November 2013

Often, training professionals are intimidated by the data collection Aimee and Leslie 2required to show the organizational value of their training.


Leslie Vasquez and Aimee Norwood of Booz Allen Hamilton devised an efficient and effective technique that any learning and performance professional can implement. Read on to learn what they did and how you can implement a similar strategy.

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In the last quick tip, we discussed the importance of invshutterstock_73888291olving managers and supervisors in the learning and performance process.

Another powerful performance driver exists that is easy and inexpensive, yet seldom implemented. 

Google demonstrates how it is done. Read on to learn what this driver is and how you can implement it, too.

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iStock_000005083734XSmallOne of the most common questions we receive from learning and performance professionals globally is, “How do we get managers and supervisors on board?” After some probing, we typically discover that the more specific question is, “How do we get managers and supervisors to actively participate in coaching and developing their direct reports?”

Here are four simple suggestions to involve managers and supervisors in the entire learning and performance process:

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Jim Kirkpatrick recently facilitated the Kirkpatrick Four Levels® Evaluation Certification Program Pop by– Bronze Level in Kuala Lumpur, Malaysia. A highly engaged participant said, “I am not sure if this is Level 3 (Behavior) or not, but here goes. I like to sometimes ‘just pop by’ the workplace and see how my recent training graduates are doing.”

Jim let the class respond with their thoughts. The question was raised as to whether or not he was measuring behavior. He said that he was not. “I was just popping by,” he reiterated.

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