Organizational Clarity: “How to Bust 3 Common Training Myths” article

From the Articulate community dedicated to increasing a professional’s knowledge of E-Learning, giving out free tips and free resources on how to implement E-Learning in the workplace or how to easily find cheap solutions to organizational needs. In this week’s email I received a link to: “How to Bust 3 Common Training Myths” this is article talks about training and how to overcome some of the misconceptions that as trainers we may have when it comes to analyzing the success of a training program.

These are the three myths that the article discusses:

Myth #1: More Clicking Means More Engagement

Myth #2: The More Reviewers, the Better the Training

Myth #3: People Only Learn Through Formal Training

The way basically to overcome these myths is to have a “highly interactive” course and engage all the stakeholders involved with the training program. Understanding how people learn can allow you as the trainer to develop solutions that enrich their experience as a learner, makes your job easier and helps the organization increase it Return on Investment from the program.

Just click on the link here to learn more: https://community.articulate.com/articles/how-to-bust-3-common-training-myths

Organizational Clarity: “Tips for Using Sound Effects in E-Learning” article

From the Articulate community dedicated to increasing a professional’s knowledge of E-Learning, giving out free tips and free resources on how to implement E-Learning in the workplace or how to easily find cheap solutions to organizational needs. In this week’s email I received a link to:

In this week’s email I received a link to: “Tips for Using Sound Effects in E-Learning” this is a great article that refers you to how to use sound effects in your training program properly. From having the Proper Rights and Attribution to understanding how to use the right sound effects can affect the learning experience of your audience, therefore, Knowing Your Audience is key and the article discusses that as well.

Just click on the link here to learn more: https://community.articulate.com/articles/tips-for-using-sound-effects-in-e-learning

Organizational Clarity: A wiki post called "Describe the ASTD HPI model"

So I wrote a couple of articles for a Human Performance Improvement class assignment that was a Wiki for the class and it was segmented into subject matter that dealt with organizational development and improving the human performance of the employees in the organization. I believe this will help students and professionals alike explain the concepts that deal with Human Performance improvement. This wiki posting is answering the question: Describe the ASTD HPI model. This is what I wrote for the class:

The ASTD HPI Model focuses on the Human Performance Improvement (HPI) professional during and after the intervention period. The ASTD HPI Model defines what the HPI professional’s role is, the outputs that are desired by the organization which they must deliver, and the ethical issues may they face during implementation. Plus, the ASTD HPI Model guides the Professional on how to assess individual stakeholder competencies and other various factors which can impact the HPI professional as they are trying to enhance human performance (Rothwell, 1999). The ASTD Model defines the roles for the HPI professional as it is divided into different stages: The Analyst, Intervention Specialist, the Change Manager and finally as the Evaluator (Rothwell, et al., 2012).

In each stage the HPI professional is gauging the performance gap identifying key issues that cause it (Analyst), then after identification, the best solution is chosen (Intervention Specialist) to narrow of fill the gap(s) in performance.  The HPI professional then as the change manager guides or leads the organization through the program implementation until that implementation has been completed as judged by the impact and whatever its result (negative or positive). Then the HPI professional as defined by the ASTD HPI Model reports the impact, the results and how the intervention(s) affected all the stakeholders involved.

This is an illustration of the ATD Human performance improvement model: http://static.wixstatic.com/media/c8752e_dba67a6bbd13457393eec87f8030051c.jpg_srz_522_331_85_22_0.50_1.20_0.00_jpg_srz

Keyword team (2017) “Human performance improvement Gallery” Retrieved on February 1^st, 2017 from  http://keywordteam.net/gallery/99159.html

Rothwell, W. J. (1999). ASTD models for human performance improvement: Roles, competencies, and outputs. American Society for Training and Development.

Rothwell, W. J., Hohne, C. K., & King, S. B. (2012). Human performance improvement. Routledge.

Organizational Clarity: A wiki post called "List various HPI models"

So I wrote a couple of articles for a Human Performance Improvement class assignment that was a Wiki for the class and it was segmented into subject matter that dealt with organizational development and improving the human performance of the employees in the organization. I believe this will help students and professionals alike explain the concepts that deal with Human Performance improvement. This wiki posting is answering the question: List various HPI models

This is what I wrote for the class:

There are various models used to improve human performance within an Organization besides the usual ASTD HPI model. The five alternative models that I have found and each one differs in the organization of the model and how it approaches the problem. 

• Rossett Model
• HPT Model
• HPT Model – Gilbert’s Behavior Engineering Model
• Performer Centered Model
• Synthesized HPT Model

The one that stood out the most was the Rossett Model introduced by Allison Rossett in 1992 the model is broken down into three phases: Analysis, Selection, and Solution Systems (Cheek, 2013).

• The first phase (the Analysis) is broken down into two more sections and simple to remember the actual section is the present state of employee productivity while the optimal section is of course what the organization standard of employee performance. Rossett uses a cause analysis to understand how the performance gap came to
• The second phase (Selection) is where the professional takes the data gained by the cause analysis regarding the performance gap then the professional assesses the organization's goals to determine they are achievable (realistic) if not changes are made.
• The third phase (Solution Systems) is the most important because this is where the professional decides what intervention(s) will be used to clear or narrow the organization's performance gap. This phase is broken (even more) into four categories:

1. human resources development (career development, incentives, training, and motivation),
2. organization development (this where the organization is reorganized to reach optimal performance levels),
3. human resources management, focuses on the management staff, their relationship with employees and how they motivate them to achieve tasks (King Jr, 2013).,
4. and engineering (is merely the technical devices that an organization uses to complete tasks and enhance performance).

This model is very extensive it stands out from the usual ASTD HPI Model due to the mission evaluation phase which measures the impact of such a program (based on this model) upon an organization.

Cheek, Ryan (2013) “Rossett Model” Human Performance Technology Manual PBWorks Retrieved on February 2, 2017, from:

 http://hptmanual.pbworks.com/w/page/52968004/Rossett%20Model

King Jr, C. L. (2013). An exploration on the use of Gilberts behavior engineering model to identify barriers to technology integration in a public school.

Organizational Clarity: A wiki post called "State the purpose and goals of HPI"

So I wrote a couple of articles for a Human Performance Improvement class assignment that was a Wiki for the class and it was segmented into subject matter that dealt with organizational development and improving the human performance of the employees in the organization. I believe this will help students and professionals alike explain the concepts that deal with Human Performance improvement. This wiki posting is answering the question: State the purpose and goals of HPI this is what I wrote for the class:

One of the main goals of Human Performance Improvement (HPI) is to bring clarity and definition to the organizational expectations of each assigned role within the organization (Standard, D. O. E., 2009). This ensures that individuals in the organization have the skills that are matched to tasks to guarantee completion, and it outlines individual responsibilities for each in the organization.

By assessing all of the aspects of an organization through HPI, the organization itself can develop policies and procedures that will improve and extend its range of competencies and productivity. HPI also strives to add transparency to the organization, not only for role clarity but to build morale through acknowledgment of individual achievements and acquired skill sets. Reinforcement of this acknowledgment through HPI is done by either creating proper compensation or reinforcing the needed consequences.

HPI creates an atmosphere of professional development that reinforces expectations, lowers turnovers and gives an organization the ability to retain experienced individuals. Meanwhile, HPI helps an organization in identifying opportunities to implement the changes necessary to strengthen the organization overall, pushing it forward by highlighting the necessary direction(s) to the next level.

Reference

Standard, D. O. E. (2009). Human performance improvement handbook volume 1: concepts and principles. US Department of Energy AREA HFAC Washington, DC, 20585.

Clear communication is key with Job Posting

How does the average person who is looking for a job build trust or communication with a prospective organization when the organization itself cannot deliver on the necessary aspects of communication, and presentation of the job description?

 In other words, when you apply for an opportunity it is then in the responsibility hemisphere of the organization to do two things. One, have created a job description that is detailed and encompasses all the aspects which the job entails on a daily basis. Second, the organization should be able to have the ability to set up and structure a workable interview process that benefits both parties.

I have seen in multiple experiences that this is not always the case. One place I tried to interview with was a non-profit organization offering Human Resources opportunity; I had a lengthy email interaction with one of their representatives about an interview multiple times. However, the reason this interview never happened was that the representative never got back to me until the day of and wanted to reschedule at the last minute (the day of,).

Now, this is the right of any organization when dealing with job applicants, but I eventually was dissuaded from participating any further because I could not interact with this organization like I aforementioned. The reason was that I had other interviews to go to attend, other organizations that were organized in their hiring processes and were able to complete the initial interview process with other applicants and me. I based this on some individuals that were in the lobbies and offices of these organizations waiting to be interviewed as well.

Fast forward a few weeks into the future after I disengaged from this organization of disorganization I noticed that they reposted the position again on an online job search site. The first assumption is that this organization could not find anyone, was there others like myself who were deterred by the hiring process that they had to try again? Was it that they did hire someone and they left because the position’s duties were not communicated properly and the new hire became disillusioned and left immediately?

Whichever it was the position, the same position that I applied for was now more detailed, in fact, the length of detail in this new posting was amazing in comparison to the original posting. The new wrinkle in the position was that it was now UNPAID! Obviously, I did not reapply for this position even though it meant some professional development, was not worth it. From any Organizational Development standpoint, this organization is one of chaos, and even without a Cause Analysis, it is obvious that there are no protocols, standards or even processes in place to hire effective individuals to create change.

Knowing that there are still organizations out there without processes that we all think are necessary and vital to maintaining a success workforce. Understanding that there are opportunities for the Organizational Development professional out there, we must temper those academic urges to the hard realities that organizations must be able or want change. However, if the organizations as in this example are “tripping over their own feet” with its publicly presented policies then it is evident change may not be in the cards.

Lack of strong sponsors, inept processes, lack of experienced individuals who can work around procedures that hinder or start the innovation process are all major roadblocks to implementing the change that is needed in such organization. In other words, if you take the chance to apply and be hired by such an organization do not have ideas of becoming a “hero” and creating major changes. The likelihood of such a change happening assessing from academic, professional and realistic standpoint(s) are almost impossible and most likely will never happen.

Organizational Clarity: RePackaging brands

As we all know organizations constantly repackage their products, the idea to rebuilt, retool, and reorganize is not only a foundational “brick” to building a successful organization. Most repackaging of products are successful, but there are some examples that most of us have lived through that have left us scratching our head. These organizations realized their mistakes and undid the repackaging process to get back to what their customers what they wanted.

For example, the new Coke is a very good example at not only repackaging but an entirely new product if you asked Coke customers, later the company would come out with Coke Classic and run that with the “new” Coke until there was only one left standing. Just recently Kylie Jenner repackaged her line of beauty products only with new packaging and a higher price, with the same old products inside. Being a “celebrity” and her product line not as globally used by a broad base of consumers can escape such scrutiny.

Although I have not used her products, it is still smart marketing as most people do not realize what they are paying for until it is too late. The smart part is that her company realized that their consumer base is paying for the “name” that goes with it, not the product as she rises in popularity so should her prices, or as reasoned by their actions. It is until it is too late will there be changes made to the new Coke formula will an organization retool their product from repackaged back to its original state, but only then.

Here is the article regarding Jenner’s repackaging error:

https://uk.style.yahoo.com/people-accusing-kylie-jenner-repackaging-103434739.html