Monday, October 14, 2019

Entries for 2013

Many training professionals struggle to gain support for training initiatives from key business partnersshutterstock_75592402
and stakeholders. 

They often find themselves tasked with providing a new training program to fix a problem that has not yet been considered or discussed thoroughly. After issuing their orders, these business partners disappear until it is time to see if the training "worked." 

Use this collection of our favorite resources for building business partnership to put an end to this cycle and generate training with true business value.

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Too often, training professionals make the mistake of considering their work finished as soon as the training event is over and the evaluation forms have been collected. In reality, this is when the most critical work begins.
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Use this collection of our favorite resources for driving on-the-job performance to learn what steps to take before and after a training program to ensure that your learners implement their new knowledge.

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Many training professionals erroneously view post-program evaluation from the perspective of a simple "smile sheet." iStock_000004844166XSmall

However, we endorse a much broader view of evaluation that begins long before the end of a specific training event. 

Review this
collection of our favorite resources for post-program evaluations with substance to learn how to achieve effective program evaluation with minimal resources and wasted effort.

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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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Michael Wiedecker, with the consultation of Ron Meyer,Wiedecker 1 implemented the Kirkpatrick methodology at the Maryland Transit Administration train yard to reduce the occurrence of costly mistakes.

Inspired by the book 
Training on Trial by Jim and Wendy Kirkpatrick, Michael secured buy-in from managers and other involved parties, making implementation easy and generating noteworthy results. He spoke the language of the business to  get them on board with the methods he was proposing.

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