Tuesday, August 11, 2020

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When I developed the four levels in the 1950s, I had no idea that they would turn into my legacy. I Don_Web Use 2014simply needed a way to determine if the programs I had developed for managers and supervisors were successful in helping them perform better on the job. No models available at that time quite fit the bill, so I created something that I thought was useful, implemented it, and wrote my dissertation about it.


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On December 31, I was buzzing around completing all of my year-end tasks, one of which was donatingDonation box 2 some unneeded clothing and household items to Goodwill. When I pulled up to the donation center, a group of smiling, friendly workers walked out to my vehicle and cheerfully loaded my boxes into their cart. As I closed the tailgate, one of them looked me in the eye and said, “Thank you for changing lives.”

Wow, I thought to myself. This organization gets it! They could have said, Thanks for your donation" or "Thanks for your generosity." Instead, they related my fairly mundane behavior of giving away my old stuff for a year-end write off to their ultimate purpose: to make those clothes and household items into the subject for training disabled individuals so that they can have jobs that give them purpose, income and ultimately the means to a productive life.


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Though it happened in 2003, I remember it like it was yesterday. A cold, snowy night in San Francisco, Fork in the roada few days before Christmas. Earlier that day, I had conducted a Kirkpatrick Four Levels® Evaluation Certification – Bronze Level program in Chinatown and had taken a cable car to Fisherman’s Wharf for dinner. Having gotten a late start, it wasn’t until around 11 pm that I began heading back and finally found a cable car departure point. 

There was only one more cable car running for the night, and it would arrive soon. There were about eight of us waiting for what felt like an hour. We were all shivering. There was also a homeless man among us. He was heavily bearded, roughly dressed, and appeared to be as cold as the rest of us. I remember his smile and bright eyes. He was singing Christmas carols as he politely walked among us.

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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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