yknow i wrote a minipaper on our conscript army in lithuania last year and the consensus was "useful in some cases, redundant in others" as it happens with most things but switzerland's song this year inspired me to change my opinion to "i love mandatory military service" because boy what the fuck lmao
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I think about mega man for .1 seconds and suddenly I want to write essays about it
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aactually minipaper should die methinks . in this essay i will b - YLSA
YLSA NO *Sprays with water*
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I mean, I knew this was gonna happen ‘cause I do this every time I have an assignment that takes any effort. Like, instead of going to work today, I had to go to a class (...for work) and if I had been at the office, I would have probably at least partially completed this minipaper there. I have the environmental pressure to complete it when I’m at work because otherwise, I have nothing to do and I can’t waste time.
SO I GOT CHEATED... I have to pretend I can focus at home and get it done. Disgusting
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Tu lado salvaje
tumblr(english) 1 / 2 / 3 / 4
AO3
First / previus / Next
etiquetas del fanfic: palabrotas (no me corta nada en ponerlas), violencia (descripción grafíca), wolvesfell o wolvestale, underfell, universos alternos, y más etiquetas que serian spoiler, y no pondre :v
etiquetas capitulo: Sans, persecución, atrapadas, wv!pap, Frisk
CAPITULO 6- recuerda que siempre puede ser peor :)
Palabras 1.234
El humano empezó a correr dirección fuera del pueblo. Lejos de Sans. –“¡HEY! ¡No espera! ¡Regresa!, mierda” todas las preocupaciones que habían estado rondando por la cabeza de Sans desaparecieron para dar lugar al objetivo de alcanzar al crio antes de que lo perdiera de vista, el niño humano ya estaba cruzando el puente cuando el esqueleto se puso en marcha. No era de gran ayuda la falta de estabilidad del puente, Sans se preguntó durante un segundo como podía haber cruzado tan rápido aquel humano sin tan siquiera despeinarse.
Una vez pasado el puente empezó a correr, no permitiría que esa anomalía tan peculiar escapara tan fácilmente.
El niño humano paro unos segundos solo para ver que el monstruo esqueleto detrás de él empezaba a alcánzale. Sin pensárselo dos veces se adentró en el bosque. El otro lo dudo aún menos y en cuanto llego la espesura el bosque le engullo.
Atrapar a una presa era algo tedioso y desesperante, Sans se estaba cansando ya. trato de llamarle y decirle que solo quería hablar pero el otro solo lo ignoraba, realmente nadie sería tan estúpido como para parar y aunque Sans no se lo reprochaba estaba cada segundo más impaciente y desesperado por atraparle lo cual se traducía a que su enfado crecía en cada paso . Aunque no pudiera alcanzarlo durante toda la carrera podía ver al humano, pero de un momento a otro simplemente… desapareció. Sans dio unos pasos más hacia delante antes de pararse completamente mirado por sus alrededores, mirando y remirando. –no puede ser, es imposible que haya desaparecido sin más- pensó. Un calor repentino recorrió todo su cuerpo y como respuesta pateo la nieve la cual hizo un bonito efecto de nevada.-“¡Joder! ¡No! ¡No puede haber desaparecido sin más!…sin más…”-y fue entonces cuando se dio cuenta de que el pequeño bastardo solo estaba escondido, probablemente solo a unos escasos metros de su posición. Miro al suelo y vio como las huellas desaparecieron en un determinado punto. No podía entender como en unos escasos segundos pudo haber cubierto sus huellas y encontrado un escondite, bueno eso no importaba ahora, ÉL estaba cerca de Sans. Miró para encontrar el posible escondite; ¿detrás de un árbol? ¿En un arbusto? ¿Cubierto por la nieve en el suelo?, entonces se percató de un árbol con un gran tronco algo escondido entre la vegetación del lugar. se acercó silenciosamente al tronco y no solo vio que el tronco estaba hueco sino que podía verse la punta de una zapatilla en él. El monstruo negó con la cabeza mientras sonreía, era un intento muy lindo aunque también muy bien pensado, podía haber pillado al humano, no sólo estaba escondido también estaba atrapado en el interior de un tronco. Sin embargo no quería correr el riesgo de perderlo realmente, por lo que opto por “irse” ruidosamente y esconderse hasta que decidiera asomar la cabeza y poder seguirlo más tranquilomente.
El humano tardo aproximadamente 3-5 min, bastante para ser sincero. Sans se escondió detrás de un árbol sin más.
- “creo que se ha ido ya…”- cometo en voz baja el niño. Acaso había alguien más o simplemente hablaba solo. El crio empezó a caminar y cuando los pasos casi no se oían fue cuando el otro comenzó el seguimiento, no demasiado cerca para que no pudiera escuchar sus paso en la nieve, a Sans siempre se le dio bien ser sigiloso pero unas zapatillas de deporte en la fría nieve siempre serian ruidosas por muy bueno que fuese en el escondite inglés.
La persecución duro como 15 minutos o así, el crio de vez en cuando miraba por los alrededores y Sans tubo que estar atento en escondes detrás de los árboles. Ni idea de hacia donde se dirigía pero parecía seguir un camino concreto, este chico debía de tener una base en algún punto del bosque, lo que le hacía pensar, ¿desde cuándo este humano estaba en el subsuelo? ¿Y había sobrevivido, UN SER HUMANO, hasta la fecha el solo? Cuantos años tenía... ¿12 quizás?
Finalmente llegaron a su destino, se encontraban en una pequeña planicie en el bosque con una pequeña montaña de piedras algo escaladas.
-“*suspiro* casi nos pilla”- un Ping fue lo último que escucho ante de salir volando por los aires- “en realidad yo reformularía la frase”- el ser humano estaba dando patadas en el aire mientras empezaba a respirar con ansiedad.-“bonito escondite chico-”- “¡Bájame! ¡Déjame en paz!”- “después si tengo ganas”- informo mientras se metía una mano en el bolsillo manteniendo la otra alzada para mantener al chico con su magia giñando un ojo amigablemente-“niño he tenido el día más jodidamente horrible de toda mi vida, por lo que yo de ti me comportaría correctamente, ¿sí?- el humano sin saber qué hacer con sus extremidades en el aire, estableció que lo más cómodo seria encogerse un poco para tener más estabilidad.-“muy bien chico las cosas claras, ¿de qué me conoces?”-silencio-“heh de verdad no tengo el humor para que testes mi paciencia”- “y-yo no sé quién eres”- el humano grito y seguidamente fue golpeado hacia el suelo, el golpe no fue muy grave la nieve amortiguo sus golpe y la fuerza de empuje era baja pero aun con esas dolió mucho.-“heh ya me estoy cansado de escuchar ese cuento hoy, enserio no te es beneficioso hacerte el listillo conmigo asique yo de tiIIIIIIIIHH-“-le habían clavado algo en la pierna, mejor dicho, alguien le estaba mordiendo la pierna. “¡HIJO DE PUT-!”- el ser humano cayó de culo sin previo aviso, mirando rápidamente a monstruo esqueleto el cual permaneció como una estatua con las cuencas apagadas casi parecían muertas.
Cuando Sans bajo la vista hacia su atacante lo último que imaginaba o mejor dicho NUNCA imagino encontrar a una réplica de su hermano de cuando era pequeño con orejas peludas encima de su cráneo-“qué coño…”dijo en voz baja dejando su boca abierto, el dolor de la tibia le recordó que la pequeña copia de orejas peludas no había parado de mordisquear su pierna y no tuvo otra que salir del shock sintiendo como sus huesos se astillaba-“ ¡Para joder!” grito mientras lanzaba al minipapyrus lejos de su pierna cayendo cómodamente en la nieve enfrente del humano-“¡CORRE!”- el humano y minipap corrieron dirección las profundidades del bosque-“¡NO! ¡ESPERAR!”- Sans pretendía correr detrás de ellos pero un fuerte dolor en el pie derecho donde habían estado mordisqueándole segundos antes se lo impidió cayendo patéticamente al suelo-
“! Joder, por favor no os marchéis necesito respuesta ¡POR FAVOR ESPERAR!” sus patéticas suplicas no sirvieron de nada, Sans se encontraba ahora solo en ninguna parte, literalmente no tenía ni idea de donde coño estaba, se centró tanto en el seguimiento del humano que no se molestó en memorizar el camino y ahora estaba herido, perdido y olvidado para todos. El día no podía ser peor. El suelo se empezó a agitar alrededor suyo-“¿qué está ocurriendo..? Del suelo salieron gruesos zarcillos que sin previo aviso empezaron a enredarse por todo su cuerpo, haciendo mas presión en sus manos, inmovilizándolo en el momento, “no joder, basta!-exigió y al ver que no cambiaba nada empezó a convocar un hueso pero la mano que empleo para el acto fue doblada por el zarcillo de su mano empujando todo su cuerpo al suelo incapaz de mover ni un solo fragmento de su cuerpo.
-“yo de ti me comportaría correctamente saco de huesos”
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weird how you can treat the internet like an open journal if you want, and the grossness of that. wanting to say something very badly, and you either post it to a private locked thing thats mostly the same as writing it down and keeping it to yourself, or like screaming it into the void n looking away bc of spectacle, bc of the fantasy of wanting someone to read what you say, holding people in your head and imagining their every response to you as a kind of aesthetic filter thing to make it more bearable. seeing yourself thru someone else’s head bc its either boring or painful without. madmax witness me etc lol. maybe its more doable now on the internet. some other things: short attention even when i want to keep thinking about it its so irritating. and thinking in post form, like seeing a vid and thinking bfore you finish it what youre going to put in the tags, awful. esp more when i was little i’d do the in my head thing, but not with specific people, like imaginary scenarios w everyone in the world, or like satan or something. imagining there was a big stage w a projector and i had to teach everyone to read arabic lol, and daniel and his mom were in the first rowsk flfjkj. but never anything like really horrible like do this or you’ll die, like always me having to teach something, or write lyrics or something in front of a lot of people. i have to write a minipaper thing on the internet so im thinking about it, but its. very fucking weird.
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DeVry HRM 592 ( training and development ) Entire Course
https://homeworklance.com/downloads/devry-hrm-592-training-and-development-entire-course/
DeVry HRM 592 ( training and development ) Entire Course
devry hrm592 week 1 discussion dq 1& dq 2
dq 1
Strategic Training and Development Process (graded) Let’s begin by discussing the process of linking our organizational strategy with our training and development process.
Take a look at Figure 2.2 on page 66 of the Noe text. How do we begin the strategic training and development process?
Let’s also take a look at some examples of organizations and their training programs. Take some time to research a few organizations of your choice on the Web (if you need some suggestions, you might try General Electric, Pfizer, or Qualcomm). Then do the following for each organization you research.
Identify and research: Identify the organization’s mission, values, and goals. Find any information that is provided regarding the company’s training practices and how they relate to the goals and strategies of the organization (hint: many organizations include information about their T & D practices in their Careers sections).
Compare and contrast the different organizations that you research, including their approaches. How are their processes similar or different? What elements impact each company’s approach?
dq 2
Future Trends in Training and Development (graded)
Go online and research the future trends relative to the field of T & D. Consider researching professional organizations such as SHRM or ASTD. What predictions do you find? Where do you think the field of T & D is heading? How can T & D help an organization’s competitive advantage?
DeVry hrm592 week 2 discussion dq 1& dq 2
dq 1
Needs Assessment (graded)
Present some methods of training needs assessment. Imagine you are an operations manager at a manufacturing facility. What method would be best for this type of setting? Who should be involved in this process?
dq 2
Learning Theories (graded)
How do we incorporate adult learning theory into the design of our training programs? What types of training might be more appealing to adults, and why? How does active learning apply?
Devry hrm592 week 3 discussion dq 1& dq 2
dq 1
Transfer of Training (graded)
How can we motivate managers to play a more active role in ensuring that transfer of training (TOT) occurs? What could be done to increase the likelihood of TOT if the work environment conditions are unfavorable and cannot be changed? Who is responsible for making sure TOT occurs, and why?
dq 2
Program Design (graded) Customer service training involvesfar transfer. What design features would you include in a customer service training program to ensure that transfer of training occurred? Discuss your design thought process.
DeVry hrm592 week 4 discussion dq 1& dq 2
dq 1
Training Evaluation Design (graded)
What factors influence the choice of evaluation design? Which of these factors would have the greatest influence on your choice of an evaluation design? Which would have the smallest influence? Explain your choices.
dq 2
Quantitative Evaluation (graded)
What advantages accrue to training evaluation that measures return on investment (ROI)? What are some of the obstacles to implementing ROI measures, and how can they be overcome?
DeVry hrm592 week 5 discussion dq 1& dq 2
dq 1
Training Methods (graded)
What are the strengths and weaknesses of different training methods, such as lectures, case studies, and behavior modeling? When would it be appropriate to use each of these or other training methods? Provide specific examples.
dq 2
Technology in Training (graded)
Explain how technology has changed the learning environment. What are some examples of how technology can assist with training? How might new technologies make it easier to learn? How do they facilitate transfer of training? Provide details.
DeVry hrm592 week 6 discussion dq 1& dq 2
dq 1
Career Management System (graded)
Why is career management an important element of any organization? How would you go about designing a career management system? What employees and positions should be included in this system?
dq 2
Career Path (graded)
Why do employees plateau? How could you help a plateaued employee? Discuss the characteristics of a plateaued employee who might resist your help. This section lists options that can be used to view responses.
DeVry hrm592 week 7 discussion dq 1& dq 2
dq 1
Employee Retention (graded)
You were asked in the You Decide scenario this week to choose an option to improve employee morale. Which option did you choose, and why? How might employee development impact turnover? Explain your answer.
dq 2
Change Management (graded)
In a fast-paced work environment, technology and processes are constantly changing. What challenges have you faced on the job related to organizational change? How did you handle those changes? What recommendations might you give to a team that is facing a major organizational change? How does change management link to meeting strategic goals?
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
0 notes
DeVry HRM 592 all weeks (3,5&7) course project
https://homeworklance.com/downloads/devry-hrm-592-weeks-357-course-project/
DeVry HRM 592 all weeks (3,5&7) course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
0 notes
DeVry HRM 592 ( training and development ) Entire Course
http://smarthomeworkhelp.com/downloads/devry-hrm-592-training-and-development-entire-course/
DeVry HRM 592 ( training and development ) Entire Course
devry hrm592 week 1 discussion dq 1& dq 2
dq 1
Strategic Training and Development Process (graded) Let’s begin by discussing the process of linking our organizational strategy with our training and development process.
Take a look at Figure 2.2 on page 66 of the Noe text. How do we begin the strategic training and development process?
Let’s also take a look at some examples of organizations and their training programs. Take some time to research a few organizations of your choice on the Web (if you need some suggestions, you might try General Electric, Pfizer, or Qualcomm). Then do the following for each organization you research.
Identify and research: Identify the organization’s mission, values, and goals. Find any information that is provided regarding the company’s training practices and how they relate to the goals and strategies of the organization (hint: many organizations include information about their T & D practices in their Careers sections).
Compare and contrast the different organizations that you research, including their approaches. How are their processes similar or different? What elements impact each company’s approach?
dq 2
Future Trends in Training and Development (graded)
Go online and research the future trends relative to the field of T & D. Consider researching professional organizations such as SHRM or ASTD. What predictions do you find? Where do you think the field of T & D is heading? How can T & D help an organization’s competitive advantage?
DeVry hrm592 week 2 discussion dq 1& dq 2
dq 1
Needs Assessment (graded)
Present some methods of training needs assessment. Imagine you are an operations manager at a manufacturing facility. What method would be best for this type of setting? Who should be involved in this process?
dq 2
Learning Theories (graded)
How do we incorporate adult learning theory into the design of our training programs? What types of training might be more appealing to adults, and why? How does active learning apply?
Devry hrm592 week 3 discussion dq 1& dq 2
dq 1
Transfer of Training (graded)
How can we motivate managers to play a more active role in ensuring that transfer of training (TOT) occurs? What could be done to increase the likelihood of TOT if the work environment conditions are unfavorable and cannot be changed? Who is responsible for making sure TOT occurs, and why?
dq 2
Program Design (graded) Customer service training involvesfar transfer. What design features would you include in a customer service training program to ensure that transfer of training occurred? Discuss your design thought process.
DeVry hrm592 week 4 discussion dq 1& dq 2
dq 1
Training Evaluation Design (graded)
What factors influence the choice of evaluation design? Which of these factors would have the greatest influence on your choice of an evaluation design? Which would have the smallest influence? Explain your choices.
dq 2
Quantitative Evaluation (graded)
What advantages accrue to training evaluation that measures return on investment (ROI)? What are some of the obstacles to implementing ROI measures, and how can they be overcome?
DeVry hrm592 week 5 discussion dq 1& dq 2
dq 1
Training Methods (graded)
What are the strengths and weaknesses of different training methods, such as lectures, case studies, and behavior modeling? When would it be appropriate to use each of these or other training methods? Provide specific examples.
dq 2
Technology in Training (graded)
Explain how technology has changed the learning environment. What are some examples of how technology can assist with training? How might new technologies make it easier to learn? How do they facilitate transfer of training? Provide details.
DeVry hrm592 week 6 discussion dq 1& dq 2
dq 1
Career Management System (graded)
Why is career management an important element of any organization? How would you go about designing a career management system? What employees and positions should be included in this system?
dq 2
Career Path (graded)
Why do employees plateau? How could you help a plateaued employee? Discuss the characteristics of a plateaued employee who might resist your help. This section lists options that can be used to view responses.
DeVry hrm592 week 7 discussion dq 1& dq 2
dq 1
Employee Retention (graded)
You were asked in the You Decide scenario this week to choose an option to improve employee morale. Which option did you choose, and why? How might employee development impact turnover? Explain your answer.
dq 2
Change Management (graded)
In a fast-paced work environment, technology and processes are constantly changing. What challenges have you faced on the job related to organizational change? How did you handle those changes? What recommendations might you give to a team that is facing a major organizational change? How does change management link to meeting strategic goals?
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
i
0 notes
HRM592 all weeks (3,5&7) course project
Follow Below Link to Buy Answer or Oder Us for 100% Original and Plagiarism Free Work
http://homeworkeducation.com/downloads/5577/
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
Select an organization to be studied.
Develop and conduct a needs assessment.
Analyze the data collected and identify training needs.
Develop a training or intervention strategy to address the needs.
Determine the training intervention cost and quantify expected results.
Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
unit productivity reports;
customer satisfaction surveys;
communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
I am involved in decisions that directly affect my job.
My supervisor communicates with me on a regular basis.
I clearly understand what is expected of me.
I am rewarded for good performance.
My opinion has been asked regarding what needs to change in my work area.
I understand why the decisions that affect my job are made.
My supervisor gives me information that is important to me.
I have the skills necessary to perform my job properly.
I am rewarded for working well with others.
I receive frequent feedback on my performance.
I believe the information that I receive from my supervisor.
I have the tools necessary to perform my job properly.
My job leaves me with a sense of accomplishment.
I understand the information that I receive from my organization.
I am encouraged to make decisions that affect my job.
I am encouraged to communicate with my supervisor.
Team goals are supported throughout my organization.
My organization treats all employees well.
I have the information necessary to make decisions that affect my job.
I am encouraged to communicate with others.
The feedback that I receive is directly related to my job performance.
My organization treats all employees fairly.
My supervisor allows me to communicate my thoughts without fear of reprisal.
The feedback that I receive is constructive in nature.
My organization is interested in the growth and development of its employees.
I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
What do you think the most important part of your job is? What is least important?
What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
How have you developed the skills that you have?
Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
What do you find most frustrating about your job?
What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
Group processes and group effectiveness
Departmental effectiveness
Decision-making process effectiveness
Individual skills development
Group skills development
Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
Training Sessions
Traditional classroom
Simulations
Self-managed strategies
Opportunity to perform
Career management systems
Self-assessment programs
Mentoring systems
Action planning
Organizational development intervention activities
Team building
Intergroup activities
Survey feedback activities
Education and training activities
Structural activities
Process consultation
Blake-Mouton grid activities
Third-party peacemaking
Coaching and counseling
Career planning
Goal setting
System redesign
Search conferences
Confrontation meetings
Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
0 notes
HRM592 all weeks (3,5&7) course project
Follow Below Link to Buy Answer or Oder Us for 100% Original and Plagiarism Free Work
http://homeworkeducation.com/downloads/5577/
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
Select an organization to be studied.
Develop and conduct a needs assessment.
Analyze the data collected and identify training needs.
Develop a training or intervention strategy to address the needs.
Determine the training intervention cost and quantify expected results.
Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
unit productivity reports;
customer satisfaction surveys;
communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
I am involved in decisions that directly affect my job.
My supervisor communicates with me on a regular basis.
I clearly understand what is expected of me.
I am rewarded for good performance.
My opinion has been asked regarding what needs to change in my work area.
I understand why the decisions that affect my job are made.
My supervisor gives me information that is important to me.
I have the skills necessary to perform my job properly.
I am rewarded for working well with others.
I receive frequent feedback on my performance.
I believe the information that I receive from my supervisor.
I have the tools necessary to perform my job properly.
My job leaves me with a sense of accomplishment.
I understand the information that I receive from my organization.
I am encouraged to make decisions that affect my job.
I am encouraged to communicate with my supervisor.
Team goals are supported throughout my organization.
My organization treats all employees well.
I have the information necessary to make decisions that affect my job.
I am encouraged to communicate with others.
The feedback that I receive is directly related to my job performance.
My organization treats all employees fairly.
My supervisor allows me to communicate my thoughts without fear of reprisal.
The feedback that I receive is constructive in nature.
My organization is interested in the growth and development of its employees.
I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
What do you think the most important part of your job is? What is least important?
What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
How have you developed the skills that you have?
Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
What do you find most frustrating about your job?
What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
Group processes and group effectiveness
Departmental effectiveness
Decision-making process effectiveness
Individual skills development
Group skills development
Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
Training Sessions
Traditional classroom
Simulations
Self-managed strategies
Opportunity to perform
Career management systems
Self-assessment programs
Mentoring systems
Action planning
Organizational development intervention activities
Team building
Intergroup activities
Survey feedback activities
Education and training activities
Structural activities
Process consultation
Blake-Mouton grid activities
Third-party peacemaking
Coaching and counseling
Career planning
Goal setting
System redesign
Search conferences
Confrontation meetings
Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
0 notes
DeVry HRM 592 all weeks (3,5&7) course project
https://homeworklance.com/downloads/devry-hrm-592-weeks-357-course-project/
DeVry HRM 592 all weeks (3,5&7) course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
0 notes
DeVry HRM 592 all weeks (3,5&7) course project
https://homeworklance.com/downloads/devry-hrm-592-weeks-357-course-project/
DeVry HRM 592 all weeks (3,5&7) course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
0 notes
Devry HRM592 all weeks Course Project
https://www.studentsoffortunes.com/downloads/devry-hrm592-all-weeks-course-project/
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
Select an organization to be studied.
Develop and conduct a needs assessment.
Analyze the data collected and identify training needs.
Develop a training or intervention strategy to address the needs.
Determine the training intervention cost and quantify expected results.
Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
unit productivity reports;
customer satisfaction surveys;
communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
I am involved in decisions that directly affect my job.
My supervisor communicates with me on a regular basis.
I clearly understand what is expected of me.
I am rewarded for good performance.
My opinion has been asked regarding what needs to change in my work area.
I understand why the decisions that affect my job are made.
My supervisor gives me information that is important to me.
I have the skills necessary to perform my job properly.
I am rewarded for working well with others.
I receive frequent feedback on my performance.
I believe the information that I receive from my supervisor.
I have the tools necessary to perform my job properly.
My job leaves me with a sense of accomplishment.
I understand the information that I receive from my organization.
I am encouraged to make decisions that affect my job.
I am encouraged to communicate with my supervisor.
Team goals are supported throughout my organization.
My organization treats all employees well.
I have the information necessary to make decisions that affect my job.
I am encouraged to communicate with others.
The feedback that I receive is directly related to my job performance.
My organization treats all employees fairly.
My supervisor allows me to communicate my thoughts without fear of reprisal.
The feedback that I receive is constructive in nature.
My organization is interested in the growth and development of its employees.
I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
What do you think the most important part of your job is? What is least important?
What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
How have you developed the skills that you have?
Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
What do you find most frustrating about your job?
What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
Group processes and group effectiveness
Departmental effectiveness
Decision-making process effectiveness
Individual skills development
Group skills development
Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
Training Sessions
Traditional classroom
Simulations
Self-managed strategies
Opportunity to perform
Career management systems
Self-assessment programs
Mentoring systems
Action planning
Organizational development intervention activities
Team building
Intergroup activities
Survey feedback activities
Education and training activities
Structural activities
Process consultation
Blake-Mouton grid activities
Third-party peacemaking
Coaching and counseling
Career planning
Goal setting
System redesign
Search conferences
Confrontation meetings
Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
-
0 notes
your wild side
tumblr (english) 1 / 2 / 3 / 4 / 5
tumblr (español) 1 / 2 / 3 / 4 / 5 / 6 / 7
A03
chapter summary: Sans doesn’t get any answers just more questions and have a day even more shit than it was.
Tag: underfell au , wolvesfell au, bad language, violence, fight
character chapter: wolvesfell!Papyrus , Frisk, Flowey , underfell!Sans
nota: sorry for the posibles error, I am bad with the english
word:1286
Chapter 6- Remember that it can always be worse :)
The human began to run out of town. Far from Sans. "HEY! No, wait! Come back! Shit!" All the worries that had been haunting Sans's head disappeared to give way to the goal of reaching the child before he lost sight of it, the human child was already crossing the bridge when the skeleton was put in March. The lack of stability of the bridge was not very helpful, Sans wondered how he could have crossed that human so quickly without even getting looking back.
Once passed the bridge began to run, it wouldn't allow that peculiar anomaly to escape so easily.
The human child stopped for a few seconds, just to see the skeleton. Without thinking twice,he went into the woods. The other doubted it even less and as soon as the thickets reached the forest swallowed it.
Catching a prey was tedious and desperate, Sans was getting tired already. he tried to call him and tell him that he just wanted to talk but the other only ignored him, nobody would really be stupid enough to stop and although, Sans didn't blame him he was every second more impatient and desperate to catch him which meant that his anger grew in every step . Even if he couldn't reach it during the whole race, he could see the human, but at one moment he just ... disappeared. Sans took a few steps forward before standing up completely looking around, looking and redeeming. "It can't be, it's impossible that it just disappeared," he thought. Sudden heat rushed through her body and in response she kicked the snow which made a nice snow effect. "Damnit! Don't! It can't have disappeared without more! ... without more ... "- and then it was when he realized that the little bastard was only hidden, probably only a few meters from his position.the skeleton looked at the floor and saw the tracks disappeared at a certain point. He couldn't understand how in a few seconds he could have covered his tracks and found a hiding place, well that didn't matter now, HE was close to Sans. He looked to find the possible hiding place; Behind a tree? In a bush? Covered by snow on the ground?, Then he noticed a tree with a large trunk something hidden among the vegetation of the place. Approached silently to the trunk and not only saw that the trunk was hollow but could see the tip of a shoe in it. The monster shook his head as he smiled, it was a very cute attempt but also very well thought out, he could have caught the human, not only was he hiding he was also trapped inside a trunk. However he didn't want to risk losing it really, so Sasn opted to "go out " loudly and hide until the human decided to look out and be able to follow it more quietly.
The human took about 3-5 min, enough to be honest. Sans hid behind a tree without more.
- "I think he's gone already ..." - he say softly the litler child. Maybe there was someone else or he just talked to himself. The kid started to walk and when the steps were almost not heard was when the other started tracking, not too close so that he couldn't hear their way through the snow, Sans was always good to be stealthy but a sneakers in the cold snow would always be noisy no matter how good it was in the "english hideaway."
The chase lasted about 15 minutes or so like that, the kid occasionally looked around and Sans had to watch out for hiding behind the trees. No idea where he was headed but he seemed to follow a specific path, this kid must have a base somewhere in the forest, which made him wonder, since when was this human in the undergroud? And had he survived, A HUMAN , to date ALONE? How old was he ... maybe 12?
Finally they arrived at their destination, they were in a small plain in the forest with a small mountain of stones somewhat escalated.
"* sigh * almost caught us" - a Ping was the last thing it hear around before flying in the air - "I would actually reformulate the sentence" - the human being was kicking in the air while he began to breathe with anxiety. - "a cute little hideout you have here-" - "Get me down! Leave me alone! "-" if I feel like it, "he said as he put his hand in his pocket and held the other one up to keep the boy with his magic winking with a friendly eye." Boy, I've had the most fucking horrible day ever of my life, so I would behave correctly, wouldn't you?? - the human not knowing what to do with his limbs in the air, he stated that the most comfortable would be to shrink a little to have more stability .- " What do you know me? "- silence -" heh really don't have the humor to test my patience buddy "-" I-I don't know who you are "- the human scream and then was hit to the ground, the shock wasn't very serious the snow cushioned his shock and the force of thrust was low but even with those it hurt a lot .- "heh I am already tired of hearing that story today, seriously it isn't beneficial to make the smartass with me so if I was you I alreadyYYAAHH - "- something is hunt his leg ,better mean, rather, someone was biting his leg. "motherfucker!" - the human being fell off his ass without warning, glancing quickly at a skeleton monster which remained like a statue with the dead eye sockets almost dead.
When Sans looked down at his attacker the last thing he imagined or rather he NEVER imagined finding a replica of his brother from when he was little with hairy ears on top of his skull- "what the ... hell" he said softly leaving his mouth open, The pain in her shin reminded him that the little hairy ear had not stopped nibbling on his leg and he had no one to get out of the shock feeling as his bones splintered- "FUCK!" he screamed as he threw the minipapyrus away from his Leg falling comfortably in the snow in front of the human- "RUN!" - the human say and the minipap and him ran to the depths of the forest- "NO! WAIT! "- Sans pretended to run behind them but a strong pain in the right foot where they had been nibbling him seconds before prevented him by falling pathetically to the ground-
"! Fuck, please do not go away I need a response PLEASE WAIT! "His pathetic pleading wasn't working, Sans was nowhere to be found anywhere, he literally had no idea where the fuck he was, he focused so much on the follow-up of the human Who did not bother to memorize the road and was now hurt, lost and forgotten for all. The day could not be worse. The ground began to stir around him- "what's going on ..? From the ground came thick tendrils that without warning began to entangle themselves all over his body, making more pressure on his hands, immobilizing him at the moment, "don't! fuck!, stop!" He demanded and seeing that he did not change anything began to summon a bone but The hand I use for the act was folded by the tendril of his hand pushing his entire body to the ground unable to move a single fragment of his body.
- "I would behave correcly bag of bones"
0 notes
DEVRY HRM 592 ALL WEEKS DQS – COURSE PROJECTS AND FINAL EXAM
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DeVry HRM 592 all weeks dqs – course projects and final exam
devry hrm592 week 1 discussion dq 1& dq 2
dq 1
Strategic Training and Development Process (graded) Let’s begin by discussing the process of linking our organizational strategy with our training and development process.
Take a look at Figure 2.2 on page 66 of the Noe text. How do we begin the strategic training and development process?
Let’s also take a look at some examples of organizations and their training programs. Take some time to research a few organizations of your choice on the Web (if you need some suggestions, you might try General Electric, Pfizer, or Qualcomm). Then do the following for each organization you research.
Identify and research: Identify the organization’s mission, values, and goals. Find any information that is provided regarding the company’s training practices and how they relate to the goals and strategies of the organization (hint: many organizations include information about their T & D practices in their Careers sections).
Compare and contrast the different organizations that you research, including their approaches. How are their processes similar or different? What elements impact each company’s approach?
dq 2
Future Trends in Training and Development (graded)
Go online and research the future trends relative to the field of T & D. Consider researching professional organizations such as SHRM or ASTD. What predictions do you find? Where do you think the field of T & D is heading? How can T & D help an organization’s competitive advantage?
DeVry hrm592 week 2 discussion dq 1& dq 2
dq 1
Needs Assessment (graded)
Present some methods of training needs assessment. Imagine you are an operations manager at a manufacturing facility. What method would be best for this type of setting? Who should be involved in this process?
dq 2
Learning Theories (graded)
How do we incorporate adult learning theory into the design of our training programs? What types of training might be more appealing to adults, and why? How does active learning apply?
Devry hrm592 week 3 discussion dq 1& dq 2
dq 1
Transfer of Training (graded)
How can we motivate managers to play a more active role in ensuring that transfer of training (TOT) occurs? What could be done to increase the likelihood of TOT if the work environment conditions are unfavorable and cannot be changed? Who is responsible for making sure TOT occurs, and why?
dq 2
Program Design (graded) Customer service training involvesfar transfer. What design features would you include in a customer service training program to ensure that transfer of training occurred? Discuss your design thought process.
DeVry hrm592 week 4 discussion dq 1& dq 2
dq 1
Training Evaluation Design (graded)
What factors influence the choice of evaluation design? Which of these factors would have the greatest influence on your choice of an evaluation design? Which would have the smallest influence? Explain your choices.
dq 2
Quantitative Evaluation (graded)
What advantages accrue to training evaluation that measures return on investment (ROI)? What are some of the obstacles to implementing ROI measures, and how can they be overcome?
DeVry hrm592 week 5 discussion dq 1& dq 2
dq 1
Training Methods (graded)
What are the strengths and weaknesses of different training methods, such as lectures, case studies, and behavior modeling? When would it be appropriate to use each of these or other training methods? Provide specific examples.
dq 2
Technology in Training (graded)
Explain how technology has changed the learning environment. What are some examples of how technology can assist with training? How might new technologies make it easier to learn? How do they facilitate transfer of training? Provide details.
DeVry hrm592 week 6 discussion dq 1& dq 2
dq 1
Career Management System (graded)
Why is career management an important element of any organization? How would you go about designing a career management system? What employees and positions should be included in this system?
dq 2
Career Path (graded)
Why do employees plateau? How could you help a plateaued employee? Discuss the characteristics of a plateaued employee who might resist your help. This section lists options that can be used to view responses.
DeVry hrm592 week 7 discussion dq 1& dq 2
dq 1
Employee Retention (graded)
You were asked in the You Decide scenario this week to choose an option to improve employee morale. Which option did you choose, and why? How might employee development impact turnover? Explain your answer.
dq 2
Change Management (graded)
In a fast-paced work environment, technology and processes are constantly changing. What challenges have you faced on the job related to organizational change? How did you handle those changes? What recommendations might you give to a team that is facing a major organizational change? How does change management link to meeting strategic goals?
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and OD needs assessment for a selected organization and in developing a training or intervention strategy to address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15 pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government put out by the United States General Accounting Office. Although this relates to the government and not the private sector, it contains excellent information that can be applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your organization for companies that would be interested in participating in the project. Another is to volunteer your own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to understand the organization’s business, goals, objectives, and mission in order to complete this project successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conduct a Needs Assessment
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider four potential sources of information that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them? Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should include the willingness of the organization and its employees to provide information, the availability of information from the organization to be studied, and the availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees. What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training department! The salary is much more than you expected, so you are highly motivated. You will have five trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally hire various vendors for employee development and other special areas. What model of training department organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes. What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in career management? Discuss things that can be done so that managers are supportive of training efforts. Why is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
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