Sunday, December 14, 2014

Employee Development Plan

Personal Development Plan

Untitled Document
Brunisha's Personal Development Plan
Types of Development
Rationale
Formal Education As an educator, formal education is important to me so that I can continue to evolve with new technologies and trends established in secondary education. Attending various conferences, workshops, and university course will help me to stay abreast of changes occurring within both fields as well as help me to network with other professionals globally. Additionally, in education it is expected for educators to take formal courses where credits can be earned in order to maintain their certification. For these reason, formal education will remain a part of my development.
Job Experiences I believe that on-the-job-experience is critical to learning. In fact, when I first began teaching, I must say the courses in education did not prepare me for all that would encounter and the settings to which I learned to adapt. Much was learned through experience, and it helped me to grow. Noe discussed how this type of learning forces employees to stretch themselves so that they can learn, apply, and master skills in order to be successful (2013). This is true of teaching, and I imagine that as I plan to leave secondary education and enter another realm of teaching, the same will apply.
Interpersonal Relationships During my teens, I used to think I would not need the help of anyone to be successful. Life awakened me from those thoughts. Because of so many relationships built with people professionally and socially, I am the professional that exists today. I have encountered a number of great people old and young who have deposited something positive into my life. I absolutely believe in mentoring and have two mentors that I call upon when I ever I need. Because of how they have worked with me and guided me, I can attest that mentoring is beneficial. Noe states that a mentor is a leader who guides and helps their protégé to understand and analyze situations and gives directions pertaining to career choices (2013). I also mentor others as I have been mentored. It is an important part of growing and teaches people how to interact with others on both social and professional levels.
Assessment Feedback helps. I do self-assessments and reflections, but seeing and hearing the perspectives of others regarding how I handle things also contributes to my growth and helps with my confidence. According to Noe, assessments can help employees determine their strengths and weaknesses, set goals for future roles, and identify the process and strategies needed to help accomplish the goals (2013). Feedback from assessments can provide beneficial suggestions of improvement. We are assessed in variety of ways throughout life to help us become better individuals in all that we do, and I have had positive results with being assessed. Therefore, this too will remain a part of my development plan.
References
Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw Hill.

Friday, December 5, 2014

Tech 5

The four technological advancements used in training that I would like to speak on are the following:

  • shared media.
  • blended learning.
  • apps.
  • web conferencing/web casting.
Beginning with shared media, Noe speaks about sites such as You Tube, and in the field of education, we have Teacher Tube (2013). These tools are highly usable in a variety of training environments whether in the K-12 environment or professionals in a formal or informal training. Each provide visual and auditory information in order to help people learn. Millions of people can have access to a variety of tutorials or informative pieces that can be referenced as often as they need, and I currently use them both.

The theory of blended learning has surfaced in recent years as a method to combine a variety of learning methods. Trainers and trainees can communicate for the sake of learning and teaching online, in person, or through the usage of printed materials or other technologies.  Noe points out that blended learning approaches are more demanding for some learners although it allows for more control (2013). Because there is some learning and instruction that takes place in person, blending learning is unlike exclusive online learning. With blended learning, depending upon the training, the learner might gain hands-on-experience throughout the process of this type of instruction. Cane further discusses what he calls the "remote teaching method" is the new way to train employees incorporating the usage of mobile devices (2007). He further quotes executives of companies who support the blended learning method and feel that it is a better method of the learning than face-to-face instruction (Cane, 2007).

Is there an app for that? That's the question I've been hearing a lot from my students as we engage them more with a plethora of tools to retrieve and submit information. Smart phones and tablets use applications which are shortcuts to "supplement training, manage the path or sequence of training, and to help employees maintain training records" (Noe, 2013, p.345).Companies are customizing apps for their employees to help facilitate the learning process and help employees acquire the needed skills globally (Noe, 2013).  According to Noe, learning using the apps should be reduced to short spans because of the attention one must give to small screens versus a laptop or desktop (2013).

Finally, web conferencing is a method that is prevalent where the audience can communicate and interact live with trainers through visual and auditory methods (Noe, 2013). It is useful in insuring all trainees receive the same information simultaneously just as if it were a face-to-face session (Noe, 2013). However, Noe points out that the amount of interaction through this type of distance learning is a limitation of learning and could disengage the learners if the learning is only receptive Noe, 2013). 


References
Cane, A. (2007, Jan 24). How best to train the dispersed workforce? SKILLS AND LEARNING: Alan cane finds the classroom is being left behind as technology transforms the world of training and more and more employees are working off-site. Financial Times Retrieved from http://search.proquest.com/docview/249984115?accountid=14872
Stolovitch, H. D., & Keeps, E. J. (2011). Telling ain't training. Alexandria, VA: ASTD Press.

Saturday, November 8, 2014

Elevator Speech

video

Needs Assessment


I selected New York & Company (NY & Co.) as the business to follow.  It is a women’s store that sells fashionable clothing and accessories at affordable prices for both the career woman and the casual-dress woman.

In conducting a needs assessment for this company the people I would want to attain buy-in from are the customers, all levels of management, and the store employees.    

It would be important to use a variety of methods to collect data for the needs assessment to help determine possible solutions for the issue.  I would retrieve information from the customers through reviews, questionnaires, and sales which would be historical data of customer service.  According to Noe, “historical data will support information in relation to practices and performance” (p. 118), and questionnaires are an “inexpensive method of collecting large quantities of data that can be easily summarized” (p. 118).  Obtaining customer feedback is vital because they are the ones buying the products which ultimately determine the growth and profit for the company. Store managers and employees will also have insight about the wants of customers through interaction with them inside of stores or through online ordering; therefore, interviewing the store managers and employees would be beneficial to the assessment (Noe, 2013). The interviews of company employees could also reveal insight regarding the needs of the employees and managers. Finally, the higher level managers can provide insight as to whether the company’s goals and objectives are being met regionally, and what store locations are thriving more so than others.    

To know the specific questions I would like to ask would really depend on the issue that I need to address and assess.  Per the NY & Co. website, their values include:

knowing the desires of customers , interacting with customers and colleagues with             integrity and respect, allowing employees to opportunities for growth career wise and to assist with the positive growth of the company, operating in a fashion of teamwork and collaboration, and staying abreast of fashion trends that are for the career-oriented woman, yet making the fashion affordable.

Knowing their values, I would ask what are the company’s goals and what is it that they want a training to accomplish?  The company states that it believes in investing in their associates and helping them to become successful.  They further state that those who provide the needed results in sales are supported in moving up within the company (New York and Company).

 To determine if training is needed within the organization, I would want to know which stores aren’t providing the needed results for the company. That would help to eliminate whether the issue is in a specific region or not. In conducting a needs assessment, Noe speaks on doing three analyses which include analyzing the organization, the people, and the tasks.  Organizationally, questions to ask to determine if training is needed would be the following:

·         How would this training align with the strategic needs of the business?

·         What is needed from managers and peers for the training to be successful?

·         What features of the work environment might interfere with training?

·         Do we have experts who can help to develop the content and ensure the needs of the business will be met through the development of the training?

·         How will the employees view the training?  (Nichols as cited in Noe, 2013).

Next, the person analysis would be done to determine who needs training (Noe, 2013).  In doing so, I would ask the trainees about their motivation to learn and improve.  Also, I would inquire about how managers motivate their employees in being successful and aiming to provide the needed results.  As Noe stated, I would help the managers to look at the “characteristics of the performer, input, output, consequences, and feedback” to make the determination which employees should participate in the training (p. 133).  Trainings are not a fix for everyone in a particular environment.  In conducting this part of the analysis, I would most likely use the questionnaires and interviews to collect data from trainees to easily be able to organize the data and formulate conclusions about them so that I information on how to develop a training that will positively impact them.

Finally, the task analysis would be conducted. In doing this type of analysis, Noe states the following:

·         Select the jobs to be analyzed.

·         Create a preliminary list of tasks performed on the job through interviewing and observing employees and managers, and talk with others who have done a task analysis.

·         Confirm the list that has been developed. Ask pertinent questions that will provide details regarding the expected frequency of task performance, time spent performing each task, importance of task for successful job performance, level of task difficulty, and whether entry-level employees are expected to do the task.

·         Through interviews and questionnaires, identify the knowledge, skills and abilities needed to perform each task successfully (Noe, p. 136).

Through the collection and analysis of all the data, and consulting with other experts, I would then determine how to develop the training and what materials to use to assist the participants.

 

References

New York & Company. (2014).  About ny & c. Retrieved from http://www.nyandcompany.com.

Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw Hill.