This month’s program features "Onboarding: How effective programs improve a new employee’s performance" presented by Stephanie Shipman.
As a Learning and Development Manager for The Nature Conservancy, one of Stephanie’s responsibilities included onboarding program management. For the June program meeting, she will lead a discussion on what onboarding is and share her experience for how we can do it better to ensure new hires are set up to succeed. Come be a part of this interactive session and participate in identifying the players and their roles in the process; make suggestions for the components of the onboarding process; and share ideas for how to adapt the process to meet the needs of an organization. In addition, Stephanie will provide a job aid for developing onboarding programs. We look forward to seeing you all there.
Enter your chance to win a seat at “The Building Better Job Aids Workshop" in Williamsburg, October 9-11, 2013. Dan Raymond, CPT, of Performance Plus, Inc. has provided this opportunity.
An Anual $450 billion productivity drain?
Multitasking, a practice most app-minded consumers like to brag about, actually costs the global economy more than $450 billion in lost productivity, according to a report from Realization, providers of flow-based planning and execution systems. The report, "The Effects of Multitasking on Organizations," states that people who attempt to multitask suffer a wide array of negative effects, from wasting 40 percent of their productive time switching tasks to experiencing a heightened susceptibility to distraction.
M A Y
This month’s program features highlights of THE Performance Improvement Conference 2013, held in Reno, Nevada April 14-17, 2013.
Keith Spranger PMP, Performance Consultant at Huntington Ingalls, will open the Cracker Barrel with highlights from keynote speakers, selected topics, and the conference theme of research to practice.
Scott Weersing, Performance Consultant at Amerigroup, will be talking about the project that won the 2013 ISPI Award of Excellence and will also share "Asking Questions to Get Clear on Outputs." This job aid will help you ask the right questions so your client can focus on accomplishments of associates, rather than activities of associates.
Mark Bowers PMP, Independent Consultant, will share a quick lesson from Dr. Janet Buckenmeyer’s presentation on eight simple rules for writing effective survey questions. Quick synopsis: Surveys can be an effective data gathering tool, but the questions and answers need to be structured to elicit the richest insight with minimal subjectivity. In this quick demo we look at a some guidelines for crafting a powerful, meaningful survey.
Kelly Cross, Project Manager at Akima, will share the main points on an intervention for evaluating leadership capacity developed by Hale Associates and presented by Judith Hale and Donna Crisp.
Are we doing things right?
Are we doing the right things?
Human Performance Technology takes a systemic and systematic approach to get desired results. While many of us understand the value of front-end analysis (gap and root cause analysis); it is the evaluation of progress towards desired results as interventions are being implemented that is also extremely important. Invariably there are mid-course corrections to interventions simply due to the fact that:
- The interventions are probably not perfect at start and have some
- The environment, and the problem itself, is almost always evolving
and changing that may necessitate a change of strategy.
When doing evaluation, utilizing the two distinctly different questions in the order listed, practitioners can focus on understanding if desired results are being achieved. Participants in this session on the 19th will not only get a better understanding of how to utilize these reflective questions, but also other tools that will guide them to effective evaluation of performance improvement initiatives.
Notice: This meeting will take place at... ...
THE International Society for Performance Improvement's monthly publication that keeps the performance improvement community informed.
Aligning Performance: The Role of Vision,
Mission and Values
From Platitudes to Performance: Integrating Mission, Vision and Values (VMV) into Day to Day Operations
Vision, Mission and Values Statements; most organizations have them. Executive teams spend lots of time and lots of money spinning the perfect phrase or paragraph to post on the company bulletin board, website and Annual Report. Victory is declared and the execs go back to their corner offices. The problem is that in many organizations only a few people outside the “C” Suite are conversant with the organizational Vision, Mission and Values and far fewer, including some inside the “C” Suite actually adhere to them. So how does an organization internalize and fully integrate their VMV into their day to day business? How does an organization prevent their VMV from becoming just platitudes on a poster or glossy brochure?
This presentation will examine the true role and value of the Vision, Mission and Values Statements in today’s complex and rapidly changing organizations. The presentation will also examine common mistakes and pitfalls that prevent impactful VMV statements. The session will examine the VMV in contemporary companies and highlight how VMV is integrated into culture and day to day work of High Performing Organizations (HPOs).
This meeting will take place at... ...
David Hartt, EdD
Matt B. Gomez on Human Performance Technology
Mr. Gomez provides his reflections on "Trends and Issues in Instructional Design and Technology" by Reiser and Dempsey
Performance Partnering – Proactive and Reactive Performance Consulting
In many companies and organizations it is no longer acceptable for learning and organizational development professionals to conduct business as order takers. Internal consultants are expected to practice performance consulting with their clients in order to achieve measurable returns on the investments made in organizational initiatives. Performance Partnering is focused on enhancing the skills of internal consultants to support the goal of establishing strong proactive partnerships with their clients. The Performance Partnership presentation exposes participants to Handshaw’s two-part process. The first part of the process is the introduction of proactive performance partnering. Participants learn and practice the skills required to develop the consultative partner relationship with key clients and leaders in the organization. This can be a difficult challenge for some organizations. Participants will be shown positive and unacceptable examples and will be able to visualize the process as they watch one team of participants perform a live role play during the session. The second part of the process focuses on re-framing. Participants will learn how to handle inappropriate client requests in a way that yields better results for the consultant and the client. One team of participants will develop skills using a re-framing exercise that allows them to play the role of the consultant and client during practice.
-Engage clients in discussions about business goals and barriers tperformance even when there is no immediate project or opportunity on the table.
-Engage the client in an open discussion about business needs and the performance required to support them.
-Observe eight skills that will facilitate the proactive interview.
-Observe and improve eight skills that will facilitate the re-framing discussion.
-Identify opportunities to conduct further analysis of the performance needs in order to identify learning needs.
This meeting will take place at... ...
“Will They Tell You What They Know?” - Predictors of Tacit Knowledge Sharing in Organizations
Presented by Dr. Robert Downing and Dave Bennett, Newport News Shipbuilding/ Huntington Ingalls Industries
A common management assumption is that employees will freely and openly share their knowledge. This assumption seems to be based on the attitude that the organization owns the knowledge that resides within the employees’ heads. However, almost no evidence exists to support that this is how employees feel about sharing or transferring their tacit knowledge.
This presentation will provide the results of the author’s “Predictors of Tacit-Knowledge Sharing in Organizations” survey. Implications of the employees’ knowledge sharing attitudes (including knowledge hoarding and hiding) will be discussed. Further, recommendations for future actions will be presented. And, the linkage to the Gallup Q12 survey (Employee Engagement survey – Best Friend question) will be discussed.
For many organizations this topic is particularly important as they are facing the loss of critical tacit knowledge. Many senior employees are eligible for retirement or are rapidly approaching retirement age. Further, slightly over 10% of the “knowledge transfer events” involve hiding or hoarding knowledge. This affects general knowledge sharing and information gather for training design and development, performance analysis, and mentoring within organizations.
Dr. Robert Downing received his Doctorate of Education (Ed.D.) in Organizational Leadership from Nova Southeastern University. He has more than 30 business and professional publications including Labor Law Journal, Personnel Administration, The Journal of Career Planning and Employment, HR Magazine, Chief Learning Officer, Lean Enterprise Institute: Lean Thinkers' Corner, and Harvard Business Working Knowledge. And, he has been an Adjunct Faculty member, taught (part-time) or lectured at seven colleges/universities in Ohio and Virginia. His Organizational Development (OD) background includes more than 20 years of experience in OD, and Human Resources. He is also a Senior Professional in Human Resources (SPHR – Lifetime certification), is Certified in Production and Inventory Management (CPIM), is a Certified Lean Six Sigma Sensei (CLSSS), and a Lean Six Sigma Black Belt (LSSBB). His academic interest is to link Tacit Knowledge Management to Process Improvement and organizational success.
Dave Bennett (M.Ed) has been in training and development since 1977, first as a middle and high school teacher from 1977 to 1987 and then as an instructional designer and developer at Newport News Shipbuilding (NNS) to the present. Dave has designed and developed a diverse set of courses including instructor-led and Computer-Based Training. He has also developed an Instructor Workshop for classroom and one for practical instruction to train and improve instructors at NNS. The Navy and NASA, as well as other organizations, have sent attendees to these workshops. Dave is also the Workforce Development Chairman of the National Shipbuilding and Research Program. He is currently designing training for Radiological work and Quality Inspectors at the shipyard.
Notice: This meeting will take place at... ...