Mais conteúdo relacionado Semelhante a Four Funerals & a wedding ASTD 2009 (20) Four Funerals & a wedding ASTD 20091. 1. Informal
learning
Funeral I & II
2. HPI
Funeral III
3. Social
so6ware
/
Web
2.0
Funeral IV
4. The
Wedding?
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
4. Sharing
Searching
Collabora?ng
Referencing
Feedback
Conversa?ons
Modeling
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
9. 24/7/365
Formal
learning
Performance
support
Informal
learning
In
context
learning
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
12. learning
work
work
work
work
work
work
train
train
searching
referencing
collabora?ng
Lance
Dublin,
2007
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
16. Business
Analysis
Performance
Cause
IntervenGon
Analysis
Analysis
SelecGon
•
Determine
Desired
•
Knowledge
•
Type
of
root
cause
business
goals
performance
•
Mo?ves
•
Match
interven?ons
•
Ar?culate
state
•
Physical
Resources
•
Recommenda?ons
rela?onship
•
Structure/Process
to
human
•
Informa?on
performance
Gap
•
Wellness
Actual
performance
IntervenGon
EvaluaGon
state
ImplementaGon
of
Results
•
Manage
the
project
•
Forma?ve
evalua?on
•
Help
the
organiza?on
to
adapt
to
the
changes
•
Summa?ve
evalua?on
•
Gather
forma?ve
evalua?on
data
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
17. Financial
Objectives
Business Results Voice of the
Vision
& Internal
Customer Strategy Processes
Change &
• Measurements
current
situa?on
Growth
• Management:
desired
situa?on
customer
service
on
team
/
performer
level
• Performance
gap
ConGnuing
performance
improvement
• Root
cause
analyses
(performance
barriers)
•
Ac?on
plan
(solu?ons)
• In
small
teams
implementa?on
ac?on
plans
•
Support
management
and
external
coach
•
Learning
on
the
job
•
Addi?onal
skills
• Evalua?on
•
Measurements
‐
best
and
bad
prac?ces
•
Gap
closed?
•
Addi?onal
ac?ons
required
•
Recommenda?ons
• Addi?onal
ac?ons
taken
• From
project
to
rou?ne
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
18. results
design
management
organiza?on
Strategy
func?onali?es/structure
Performance
management
system
process
Process
results
aligned
to
client
demands
Design
process
(steps)
Managing
white
spaces
performer
Outputs
performer
clear
Standards,
ergonomics
Knowledge,
feedback
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
19. checklist A Operational management
Vision
and
goals
customer
service
communicated
in
team?
Customer
service
values
determined
by
team?
SWOT
customer
service
team
level?
Barriers
customer
service
known
by
professionals
and
project
organiza?on?
Best
prac?ces
customer
service
known
by
professionals
and
project
organiza?on?
Bad
prac?ces
customer
service
known
by
professionals
and
project
organiza?on?
Best
performers
known
by
professionals?
Job
criteria
customer
service
known
by
and
visible
for
professionals?
Competencies
customer
service
used
for
improvement
and
monitoring?
|
©
2008
|
Jos
Arets
|
Vivian
Heijnen
|
June
3rd
2008
|
20. Checklist B Operational management
Measurement
system
in
use
to
monitor
customer
service
improvements?
Monitoring
individual
improvement
via
HRM
cycle?
Peer
review
customer
service
in
use?
Customer
service
on
agenda
team
mee?ngs?
Current
versus
–
performance
customer
service
determined?
Root
causes
determined?
Ac?on
plan
customer
service
known
professionals
and
project
organiza?on
(commitment)?
Ac?on
plan
customer
service
in
ac?on?
|
©
2008
|
Jos
Arets
|
Vivian
Heijnen
|
June
3rd
2008
|
21. Performance
gap
Performance
barrier
Solu?on
•
Mistakes
(2‐3
?mes
a
week)
• Unclear
standards
•
Complains
customers
•
Learning
in
de
workplace
•
No
formal
standard
about
standards
care
•
Job
aid
produced
and
in
documents
(2‐3
?mes
a
week)
introduced
•
Diversity
materials
• Responsibili?es
unknown
•
Responsibili?es
renewed
•
Unanswered
• Job
descrip?on
unclear
and
communicated
phone
calls
•
Infrastructure
•
New
secretarial
support
10‐15
?mes
a
day
• Understaffed
recep?on
hired
in
the
morning
• Insufficient
volunteers
•
Wheelchairs
sponsored
by
available
community
•
Customer
unsa?sfied:
•
Insufficient
resources
•
Recruit
campaign
for
outside
ac?vity
–
10‐10
(wheelchairs)
Volunteers
Informa?on
Procedure
informa?on
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
22. Solu?on
Ac?on
plan
•
Prepara?on
workgroup
prototype
Who:
•
Job
aid
produced
and
3
team
•
Test
and
commitment
team
and
When
management
introduced
members
1‐5‐2008
•
Write
job
aid
subject
maier
•
Learning
in
workplace
experts
•
Introduc?on
team/learning
workplace
•
Evalua?on
3
weeks
•
Responsibili?es
renewed
Who
•
Task
analyses
and
observa?on
•
Job
descrip?ons
renewed
and
communicated
• Management
When:
01‐04
•
Job
descrip?ons
communicated
•
New
secretarial
support
•
Team
members
•
Infrastructural
redesign
(copier)
hired
•
New
secretarial
support
hired
Who
•
Wheelchairs
sponsored
by
•
Management
•
brainstorm
team
resources
wheelchairs
•
wheelchairs
sponsored
by
community
community
•
Community
When
•
Team
01‐5
• Recruit
campaign
for
volunteers
(
newspaper,
•
Recruit
campaign
for
members
family)
volunteers
•
Procedure
informa?on
during
morning
care
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
23. Training
Environment
Level
1:
Level
2:
Learning
Event
ReacGons
Learning
•
Learner
•
Learner
•
Client
•
OrganizaGon
Work
Environment
Level
5:
Level
4:
Level
3:
Results
Results
Behavior
•
ROI
•
Performance
•
Learner
Dr.
Phillips
•
Financial
•
OrganizaGon
Adapted
from
Donald
Kirkpatrick.
Evalua6ng
Training
Programs:
The
Four
Levels.
Berrei‐Koehler,
1996.
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
24. Solu?ons
Level
1
Level
2
Level
3
Level
4
Level 5
Participant Focus
groups
Management
satisfaction
performers,
checklist
Management
satisfaction
management
Costs – benefits
Organiza?onal
Workplace
financial control
Results
measurements
and management
Par?cipant
Coach,
problem
At
Workplace:
Focus
groups
customer
Costs – benefits
Solu?ons
Ac?on
sa?sfac?on
solving
skills
responsibility,
performers,
sa?sfac?on,
financial control
Plan
Management
organiza?on
level
and management
asser?veness,
management
sa?sfac?on
measurements
Increased
Management
,
Project
Member
communica?on
structurend
Management
sa?sfac?on
projects
skills
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
25. Return-On-Investment percentage (ROI) =
(Total Benefits - Total Costs)
…………………… - ……………….
-------------------------------------- x 100 % = ……….....
Total Costs
………………
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
26. “Economic Value Added,” EVA for short, is a measure of ROI that takes the cost of funds
into account. Unlike ROI, EVA is an amount, not a ratio. This keeps you focused on overall
value. You won’t trade off a project with a 2000% ROI that only yields $10,000 in returns
against a project with 30% ROI that nets $850,000.
EVA is not difficult to calculate. Assume you’re making the case for a new program that you
expect to return $32,000 for your $200,000 investment in its first year. Your ROI would be
32,000/200,000 = 16%. The EVA for this project deducts the cost of using the $200,000 ( x
10% = $20,000). Your EVA is based on your return less what you must pay for tying up the
company’s capital, $32,000 - $20,000 = $12,000. Your EVA ratio is 12,000/200,000 = 6%.
EVA recognizes that there’s no free ride. Projects don’t get funded because they have a
hefty ROI. They get funded when they are the best use of funds available. No company can
afford to pursue all its upside opportunities.
EVA gets everyone thinking like owners. The carrying cost of excess inventory gripes the
manager who’d like to use those funds for a new project.
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
27. Financial
Objectives
Vision Internal
Voice of the &
Customer Processes
Strategy
Change &
Growth
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220
30. RSS
Tags
Blogs
Vlogs
Podcast
Vodcast
Youtube
Networking
Best
pracGces
/
Theory
Google
performers
Wikis
Blikis
Social
networks
ReflecGon
Peer
Teaching
/
PracGce
Screencast
reviewing
Mash
ups
Twiger
E‐learning
Wikipedia
EPSS
Games
E‐mail
©
2009
|
Jos
Arets
|
Vivian
Heijnen
|
Lei
Ortmans
|
TU220