A Better Kind of Compliance TrainingCompliance training succeeds when you balance the needs of not just the organization but also the employees who you hope will learn and change their behavior. In ...Fully Compliant, Travis Waugh challenges traditional compliance training that simply ensures employees avoid the legal risk of failing to comply with a specific mandate. With an ever-increasing number of compliance subjects to address, such programs are unsustainable. Instead, organizations must design compliance programs that serve a higher, broader purpose and build robust, resilient cultures focusing on integrity and ethics learning. Optimal compliance programs are flexible and create real learning experiences that change real behavior, thus diminishing the chance of misconduct in the first place. This book connects the three levers of human behavior―context, habits, and motivation―to compliance and how you can pull all three to create holistic training programs that do far more than check a box. It identifies ways to pick up small but meaningful wins in turning around an existing compliance program or designing a new course, which can turn stakeholders from skeptics into learning champions. And it offers an eight-step road map for implementing your own compliance learning plan. With this book, you'll be able to: • Create behavior-based compliance training that generates measurable benefits.• Make compliance training more engaging and impactful, not one size fits all.• Remain relevant as advances in technology shift compliance expectations in the years ahead. By putting the learner first, you can develop compliance that sticks.
In this chapter, we reflect on the aims and gaps of this volume and the positionality of the co‐editors and contributors. We invite readers to consider how education and training for evaluators are ...or should be conceptualized and actualized, and detail future areas for consideration and attention.
It’s hard to imagine, but as late as the 1950s, athletes could get kicked off a team if they were caught lifting weights. Coaches had long believed that strength training would slow down a player. ...Muscle was perceived as a bulky burden; training emphasized speed and strategy, not “brute" strength. Fast forward to today: the highest-paid strength and conditioning coaches can now earn $700,000 a year. Strength Coaching in America delivers the fascinating history behind this revolutionary shift. College football represents a key turning point in this story, and the authors provide vivid details of strength training’s impact on the gridiron, most significantly when University of Nebraska football coach Bob Devaney hired Boyd Epley as a strength coach in 1969. National championships for the Huskers soon followed, leading Epley to launch the game-changing National Strength Coaches Association. Dozens of other influences are explored with equal verve, from the iconic Milo Barbell Company to the wildly popular fitness magazines that challenged physicians’ warnings against strenuous exercise. Charting the rise of a new athletic profession, Strength Coaching in America captures an important transformation in the culture of American sport.
This book is for those in organizational learning, whether internal-facing or external learning experiences. You may be at the individual instructional designer, manager, or executive level, but this ...book is for anyone who makes decisions about how learning is designed and delivered.
Foundational guidance you’ve been looking for The best organizations recognize that no leader or employee can be expert in everything, but that everyone needs to be at their best if organizations are ...to be productive and successful. If your goal is to develop talent within your organization, this concise yet foundational book has the keys to success. Renowned industry leader and bestselling author Elaine Biech guides you through getting started, designing and implementing your talent development program, demonstrating success, and planning next steps. But just as important, she poses critical questions that only you and your organization can answer. Biech interweaves best practices with the latest technology to offer many templates, tools, worksheets, and tips to help you explore how to support your organization into the future. Starting a Talent Development Program is part of a new ATD series, What Works in Talent Development, which addresses the most critical topics facing today’s talent development practitioners. Each book in the series is written for trainers, by trainers, and offers an examination of core subject matter and a defined way to solve real issues.
Perspectives in a Pandemic is a series of enlightening essays written by Kevin M. Cahill, M.D., providing a unique insight into the early phase of the COVID-19 pandemic. Dr. Cahill draws on his ...extensive experiences in earlier epidemics, natural disasters, and armed conflicts to offer lessons, wisdom, guidance and support to frontline workers. While he wrote the essays as weekly reflections in the early months of the pandemic for the thousands of humanitarian relief workers he has trained around the world, this book is a must read for anyone seeking to understand, and make some sense of, the complexities and chaos inevitable in a pandemic.
Organizations in the United States alone spend billions on training each year. These training and development activities allow organizations to adapt, compete, excel, innovate, produce, be safe, ...improve service, and reach goals. Training has successfully been used to reduce errors in such high-risk settings as emergency rooms, aviation, and the military. However, training is also important in more conventional organizations. These organizations understand that training helps them to remain competitive by continually educating their workforce. They understand that investing in their employees yields greater results. However, training is not as intuitive as it may seem. There is a science of training that shows that there is a right way and a wrong way to design, deliver, and implement a training program. The research on training clearly shows two things: (a) training works, and (b) the way training is designed, delivered, and implemented matters. This article aims to explain why training is important and how to use training appropriately. Using the training literature as a guide, we explain what training is, why it is important, and provide recommendations for implementing a training program in an organization. In particular, we argue that training is a systematic process, and we explain what matters before, during, and after training. Steps to take at each of these three time periods are listed and described and are summarized in a checklist for ease of use. We conclude with a discussion of implications for both leaders and policymakers and an exploration of issues that may come up when deciding to implement a training program. Furthermore, we include key questions that executives and policymakers should ask about the design, delivery, or implementation of a training program. Finally, we consider future research that is important in this area, including some still unanswered questions and room for development in this evolving field.
One‐Selector‐One‐Resistor Crossbar Array
As the one‐selector‐one‐resistor (1S1R) crossbar array becomes realistic, a precise simulation model is required for futuristic memory and neuromorphic ...applications. In this modeling, the high read current, high nonlinearity of the selector layer, and finite wire resistance of the 1S1R should be considered for reliable hardware neural network application which works with the complex input patterns and readout currents through array wires. More information can be found in article number 2100256 by Cheol Seong Hwang and co‐workers.
Start, Build, and Navigate Your Training and TD CareerATD’s Handbook for Training and Talent Development is the premier resource and compendium of everything a training and talent development (TD) ...professional needs to know to start, build, and navigate a thriving career. Now in its third edition and grounded by the Talent Development Capability Model, this is more than a revised volume. This edition offers an up-to-date view of the growing roles of talent development professionals, our changing world of work, and the critical need for business alignment. Edited by Elaine Biech, the third edition is divided into eight sections comprising 57 chapters authored by 100 expert practitioners—the brightest thinkers in the field—who share foundational and advanced perspectives and information. The Handbook dives deeply into growing professional expertise and personal skills, virtual learning and remote work, trends affecting TD, managing organizational and career change, growing roles in TD, and understanding organizational impact and business alignment. Fifty online tools are available to download, and there is also a glossary and references. TD professionals, keep this practical, companionable volume close by; it’s the reference you will always turn to. A Who’s Who of Talent Development Experts and Leaders Contributors Section I: The Foundations of Learning and Development: Tacy Byham Contributors: Lorrie Lykins • Becky Pike Pluth • Jonathan Halls • Preethi Anand Section II: Planning a Career in Talent Development: Beverly Kaye Contributors: Morgean Hirt • Rich Douglas • Catherine Lombardozzi • Ryan Gottfredson • Travis Waugh • Jean Greaves Section III: Training and Development Basics: Bob Pike Contributors: Angel Green • Ingrid Guerra-Lopez • Sharon Boller • Brian Washburn • Crystal Kadakia and Lisa Owens • Hadiya Nuriddin • Mhairi Campbell • Nancy Duarte • Jeff Davenport • Jim Kirkpatrick • Wendy Kirkpatrick • Jack Phillips • Patti Phillips Section IV: Enhancing and Supporting Talent Development: Elliott Masie Contributors: George Hall • Jennifer Hofmann • Maureen Orey • Emma Weber • Diane Elkins • Cindy Huggett • Cindy Clay Section V: Required Forward-Focused Proficiencies and Attitudes: Rita Bailey Contributors: Wendy Gates Corbett • David Macon • Greg Owen-Boger • Dale Ludwig • Michael Wilkenson • Diana Booher • Maria Morukian • Alex Adamopoulos • JD Dillon Section VI: Expanded Roles of Talent Development: Kimo Kippen Contributors: Wendy Axelrod • Barbara Goretsky • Halelly Azulay • Jenn Labin • Laura Francis • Kim Barnes • Bev Scott • Andrew Sobol • Tammy Bjelland • Lou Russell Section VII: Aligning the Learning Function to the Organization: Ken Blanchard Contributors: Jack Zenger • Joe Folkman • William Rothwell • Angela Stopper • Aileen Zaballero • Jim Kouzes • Barry Posner • Kevin Cope • Norma Dávila • Wanda Piña-Ramírez • David Vance • Emily Wood Section VIII: Talent Development’s Role for Future Success: John Coné Contributors: Holly Burkett • Tanya Wilson • Andy Trainor • Dave Forman • Christie Ward • Jennifer Stanford • Karl Kapp • Jessica Briskin • Larry Wolf
