1. Teaching in the Virtual ClassroomAssume you have been hired as the Director of Just-In-Time Learning for a school district or large corporation. You have decided that synchronous instruction within a virtual classroom is the best way to present just-in-time instruction. Previously, you introduced the virtual classroom to your staff. This week, you must present to your trainers, best practices for just-in-time teaching within the virtual classroom. Using PowerPoint, create a 15- to 20-slide presentation (excluding title and reference slides) that presents best practices for teaching in the virtual classroom.Your presentation must utilize at least one scholarly resource in addition to the course text. Cite all references and format your title and reference slides according to APA style as outlined in the Ashford Writing Center.Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment.<br />Training Best Practices<br />Top 10 Training Best Practices for Effective Learning and Development Programs<br />Retrieved on 8/14/11 from http://www.lsaglobal.com/about/Training-Best-Practices.asp<br />Clients often ask us about Training Best Practices. <br />While there are many ways to address Training Best Practices, we know that the best companies realize that successful learning is directly linked to creating a competitive advantage. Training strategies that are aimed at knowledge retention and transfer to the workplace enable employees to be more effective while acquiring more skills. The most effective learning and development programs today incorporate the following training best practices:<br />Training Best Practice #1. Strategy-drivenAll training and development programs should cascade down from the organization’s overall strategic goals. No programs are developed or implemented unless they produce results that are identified as critical to the business. There should be explicit alignment between learning objectives and business objectives. The goal is relevance.<br />Training Best Practice #2. Positive cost/benefit ratioTraining today is subject to the same measurements as every other business activity. It must show a return on investment, either in the long term or the short term. Though best companies realize that many training and development initiatives take years to fully achieve their goals, these timeframes are identified up front and the programs are re-evaluated on a regular basis in light of changing business drivers. (See Training Measurement for more information.) <br />Training Best Practice #3. Supported by key strategies, systems, structures, policies, and practicesOrganizations that receive a true return on their learning investments ensure that learning is aligned with and directly supported by key areas such as organizational structures, lines of authority, decision making, values, planning, budgeting, career development, information sharing, compensation, performance management, rewards and recognition, staffing, recruiting, and succession planning. These direct links help to both set boundaries and reinforce desired results. Without support, the best intentions can be wasted.<br />Training Best Practice #4. Driven through many channelsLeading organizations investigate and utilize multiple modalities to ensure that people get the right skills at the right time, in the right way, and at the right cost. Modalities such as classroom lecture and role plays, on-the-job application, blended learning, eLearning, use of technology support tools, and coaching by co-workers are selected to match specific learning styles, business issues, budgets, and cultures. Don’t overlook the value of different approaches.<br />Training Best Practice #5. Maximize employee ability and potential through shared accountabilityBest companies tap into the ability and potential of their employees through providing self-directed training and development. Employees are encouraged to identify their own needs, create individual learning plans, and seek learning opportunities. Depending upon the kind of culture an organization is trying to create, the responsibility for learning can fall on the individual, his/her boss, his/her peers, or the organization. This training best practice presupposes relevance.<br />Training Best Practice #6. Work-related trainingKnowledge and skills that are acquired through training and development programs must be relevant and useful, both to the organization and to the individual's work requirements. Employees only participate in programs that will add to their current or future work effectiveness while contributing to organizational success. Training should save people time, not add to their workload.<br />Training Best Practice #7. Learning by doingBest companies are training their employees by having them perform quot;
realquot;
tasks and projects in both a training environment and on-the-job. Learning is built around action rather than theory. Instead of a theoretical discussion about strategic planning or project management, for instance, participants develop a usable strategic plan or create deliverables for their project. Employees learn in their own way and at their own pace through assignments that get real work done. <br />Training Best Practice #8. Transferability of knowledge and skills back to the jobOne of the most important elements of successful training and development is that it be easily transferred back to the workplace. The timing of the training, the relevance of the content, and the quality and appropriateness of the delivery method are all critical to transfer of training. Another crucial element is the maintenance of the new skill or knowledge once training has been completed. If not used regularly, skills and knowledge quickly atrophy. For this training best practice to succeed, use performance tests to prove and sustain knowledge and skill gain.<br />Training Best Practice #9. Linked to other people-related programs and departmentsBest companies do not train their employees in a vacuum. In many instances, training is conducted by the same managers, who also perform evaluations, set performance objectives, and draft compensation and promotion systems for their employees. Even where the training is designed and delivered by a specific function or department, the programs respond not only to organizational needs, but also to individual needs as identified through appraisals, counseling meetings, assessments, and career development plans. <br />Training Best Practice #10. Continuous learning processTo drive lasting change in behaviors and habits, best companies ensure that learning occurs before, during, and after scheduled learning events. These companies encourage a work habit of reflection and learning. The process of doing, reflecting, learning, and doing again never ceases.<br />While training best practices take on many shapes and forms depending upon the specific situation, culture, and maturity of each organization, you can bet that the best practitioners have very carefully considered each training best practice before implementing their initiative. They know that the best designs and intentions are wasted if there is not an implementation plan to ensure the transfer of training.<br />What We Do / Transfer of Training™ MethodologyLSA Transfer of Training™ MethodologyWhat do we mean by quot;
Transfer of Training™?quot;
Retrieved on 8/14/11 from http://www.lsaglobal.com/about/Transfer-Of-Training.asp<br />Our experience and research tell us that most training initiatives consistently fall short for two reasons: <br />They are not fully implemented or executed.<br />They do not show measurable improvements in performance or in business results. <br />These two factors have rightfully created ambiguity and cynicism around training as a strategic investment. After all, why would an organization want to invest in processes without clearly understanding how the Transfer of Training™ will take place and impact their business? There are clearly some disconnects between learning and results.<br />While many companies philosophically believe in “investing in people” through skill building, most are content with allowing the results to “take care of themselves.” The probability of this approach succeeding and having a tangible business impact is slim. We believe that every learning investment must be managed appropriately if you expect a benefit. Without managing the learning process to ensure that training transfers into performance and results, there may be little or no benefit for either the individual or the company.<br /> <br />