Master E-Learning Design on Your Own The clock is ticking. The new online training is due next week. You need to tweak a few activity questions, make sure changes to the audio voiceover flow ...smoothly, and get the subject matter expert to sign off on the final storyboard. To cap it all off, you're on your own. You're an e-learning department of one. As more companies explore the e-learning space for training and development, they often task lone individuals to bear the load. You might be an instructional designer asked to start with e-learning, or an experienced marketer developing a sales support e-learning module, or a classroom trainer taking your content online. E-Learning Department of One can be your lifeline.Learning experience designer Emily Wood knows a thing or two about being an e-learning department of one. In this book, she shares shortcuts to create quality products when faced with limited resources, help, and time. Design and development hacks include how to: Manage complex content with a storyboard. Decide which authoring tool fits your budget. Gather and organize feedback data from pilot tests. Ensure your product meets accessibility requirements.While you might feel like you're stranded on a deserted island, struggling to manage dozens of training requests, remember you're not alone. Welcome to the e-learning community.
Embrace the Gritty Reality of TrainingEver watched half your class stomp out on you? Fallen asleep facilitating a creativity workshop? Planned a bulletproof lesson plan, then dropped it 10 minutes ...after you started? Don’t worry—it’s fine to confess. If you have faced a surprise in the training room, chances are Jonathan Halls has seen it, too. As a result, he doesn’t pretend to be a shiny happy trainer anymore; his 25-plus years of training and facilitating in 25 countries have taught him not to stress over a less-than-flawless class—and helped him focus less on himself and more on letting his learners shine.In Confessions of a Corporate Trainer: An Insider Tells All, Jonathan tells relatable and charming stories of what corporate training is really about, drawing from his highly rated train-the-trainer workshops and hundreds of honest conversations with like-minded trainers. He recounts the curveball he was thrown midway through a change management workshop in Zagreb, Croatia—and how it showed him the futility of overplanning. He shares the time a fire alarm disrupted a training program he led in Washington, D.C., and how he embraced the interruption. And he reflects on what conspires to knock trainers off their game (psst: demanding clients, heavy workloads, and frequent travel are only a few of the culprits). Discover the gritty reality of training. Confessions of a Corporate Trainer will entertain you, challenge you, and remind you why you as a trainer are so important in today’s workplace.
In the process of implementing an ethical code of conduct, a business organization uses formal methods. Of these, training, courses and means of enforcement are common and are also suitable for ...self-regulation. The USA is encouraging business corporations to self regulate with the Federal Sentencing Guidelines (FSG). The Guidelines prescribe similar formal methods and specify that, unless such methods are used, the process of implementation will be considered ineffective, and the business will therefore not be considered to have complied with the guidelines. Business organizations invest enormous funds on formal methods. However, recent events indicate that these are not, by themselves, yielding the desired results. Our study, based on a sample of 812 employees and conducted in an Israeli subsidiary of a leading multinational High-Tech corporation headquartered in the US, indicates that, of the methods used in the process of implementation, one of the informal methods (namely, the "social norms of the organization") is perceived by employees to have the most influence on their conduct. This result, when examined against employee tenure, remains relatively stable over the years, and stands in contradistinction to the formalistic approach embedded in the FSG. We indirectly measure the effectiveness of the percieved most influential implementation process methods by analyzing their impact on employee attitudes (namely, "personal ethical commitment" and "employees' commitment to organizational values"). Our results indicate that the informal methods ("manager sets an example" or "social norms of the organization") are likely to yield greater commitment with respect to both employee attitudes than the formal method ("training and courses on the subject of ethics"). The personal control method ("my own personal values") differs significantly from all the other methods in that it yields the highest degree of "personal ethical commitment" and the lowest degree of "employees' commitment to organizational values."
Talent is not a matter of status, nor a sub-component of personality, nor a commodity that can be quantified or measured. This book consists of two parts. The first offers a fertile resource ...(epistemological and theoretical) to consider the notion of talent, as well as notions of potential, intelligence and business skills. The second part, in turn, investigates ten major families of talents (or “Natural Operating Modes”). From Marie Curie to Walt Disney, Hans Zimmer, Gabrielle Chanel and Claude Lévi-Strauss, the illustrations and examples are intended to be precise and demonstrative. Skills relating to observation, evaluation and elucidation are developed in detail and complemented with concrete examples. Both managers and employees can use this book to acquire the solid bases required to potentiate and develop their talents within their respective company and beyond.
This book provides a fresh account of the changing nature of work and how workers are changing as result of the requirements of contemporary working life. It explores the implications for preparing ...individuals for work and maintaining their skills throughout working life. This is done by examining the relations between the changing requirements for working life and how individuals engage in work. An analysis that engages the psychological, sociological, philosophical and anthropological literatures as they relate to work as well as recent empirical research that examines and elaborates perspectives of work and work practice as social institutions and as a vocation that individuals exercise with intentionality and agency. So a key basis for considering changing work and changing workers is the relationships between the social institutions and cultural needs and practices that necessitates and constitutes paid work and how individuals engage and elect to participate and learn in that work. Implications for vocational education, professional development and on-going learning throughout working life are addressed. These include developing skills in educational institutions, workplaces, and combinations thereof and in times when both government and employers are looking for others to sponsor that development and maintaining the competence and engagement of older workers.
Get Started Now. Take Action. Staying ahead of change in the world, your organization, and your profession requires action. You learned a lot to launch your organization’s talent development effort. ...As you position it for the future, what you need to know grows exponentially. As futurist Ray Kurzweil once said, “If I take 30 steps linearly, I get to 30. If I take 30 steps exponentially, I get to a billion.” How do you prepare for exponential growth? In ATD’s Action Guide to Talent Development: A Practical Approach to Building Organizational Success, industry expert and bestselling author Elaine Biech lays out the steps you can take. The companion volume to ATD’s Foundations of Talent Development: Launching, Leveraging, and Leading Your Organization’s TD Effort, this book follows an eight-step framework for defining your organization’s learning foundation through preparing for the future. You are your organization’s trusted advisor, and Biech offers practical questions, organizational assessments, and tips for each step you must guide your organization through. She also presents the newest thinking from university educators and researchers that organizational experts have relied on for years, as well as from industry practitioners and luminaries in leadership and development. Open this book to any page. Jump in where you think it will be most beneficial to you or your organization. Whether you work inside a company or as an external consultant, whether you work for a large organization or a small one, whether you are launching your first talent development effort or fine-tuning a function that’s been in action for decades—you are sure to find valuable concepts, designs, and ideas. Get started now. Take action.
