Elevator Speech - The Truth About Training

We were asked to give an "elevator speech" regarding the "truth" about training. This person does not believe that training is important, complicated, or even necessary. What might you say to this individual to convince him or her otherwise? What key insights could you impart that this person likely would not have known and would find surprising and/or interesting?

Transcript:

Good Morning Mr. Doubtful,

I understand that you do not believe that training is important, complicated, or even necessary. One effect of the current world economy is an increasingly competitive business market. This new competitive environment requires businesses to obtain and retain highly skilled and motivated workers. And the only way you get these kinds of workers is to train them.

 That said, training isn’t always the solution to performance issues, and even when training is a good solution, it is rarely sufficient by itself (Stolovitch & Keeps, 2004). Training needs to be supported by appropriate guidance, feedback, incentives and resources (Stolovitch).

A study of 500 publicly-traded companies showed that those who invested more in training had a higher shareholder return (Bassi, Ludwig, McMurrer & Van Buren, 2000). Ddespite the need for high-level skills in today’s job market, many job applicants lack those necessary skills, surveys of employers report that high school graduates are deficient in problem solving/critical thinking, and they lack in written and oral communication skills, and have a poor work ethics.  Because retaining good skilled workers is critical, it is also critical to have a strategic training program that helps support employee retention. In studies employees report that the degree, to which they are engaged at work, is directly impacted by the frequency, quality and number of workplace learning opportunities.  The study also showed increased loyalty and productivity among employees. (Vance, 2006).

So with this said why don’t we have a seat and look at the performance issues you feel need to be improved and see if we can design the most effective solution which will result in a return on your investment.

References

Stolovitch, H., & Keeps, E. (2004). Training Ain't Performance. Alexandria, VA: ASTD.

Bassi, L. & McMurrer, D. (2007). Maximizing your return on people. Harvard Business Review, 85(3), pg. 115-123. Retrieved from http://web.ebscohost.com.ezp.waldenulibrary.org/

Noe, R. A. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.

Listen to speech here:

Week One Elevator speech

Welcome Training and Development Class!

Here we are again, communicating through Blogs as we have in several of our Walden classes. We are at the end of our degree plans and I look forward to a very rewarding classroom experience.

Project Creep

The Assignment: Describe a project, either personal or professional, that experienced issues related to scope creep. What specific scope creep issues occurred? How did you or other stakeholders deal with those issues at the time? Looking back on the experience now, had you been in the position of managing the project, what could you have done to better manage these issues and control the scope of the project?

Not too long ago I was tasked with a project that required we create an e-learning environment for clinical staff in the area of customer service. The clients were very specific about what they wanted the clinicians to learn from the training. We spent a good many months with the IT team and the SME’s and we produced what we thought would be an excellent training, meeting all the needs of the client. A piloting of the program was set up and the client selected the first clinicians to participate. The pilot was to be open for three weeks allowing the participants to go in at their leisure to evaluate the training. After three weeks we were supposed to have their evaluations back. However we did not. This failure of the participants to respond set us back as we had to contact each of them and remind them of the timeline. As it turned out of the initial 25 evaluations we only got back six. The project was set back several weeks and the client never got the feedback that they wanted. While this was not our fault, we were still now off the budget and timeline.

Portny et al. (2008) defined “scope creep” as “the natural tendency of the client, as well as project team members, to try to improve the project’s output as the project progresses. In this case the clients really wanted feedback before release of the program and the failure of the participants they selected to respond back made them question what they had in the program. I suggested that rather then select participants we reopen the pilot to the clinician population and let them decide if they wanted to take the course. The client was leery but agreed. We sent out a blast email to all potential clinicians and said that the pilot will be open one week and that we would appreciate feedback immediately after completion. Of the 42 who volunteered we received 33 responses back within the week and within ten days all responses were in. So in this case of scope creep we were put off the time line by two weeks but were able to really get a feel for the impact of the training by switching gears as we did.

            Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.

Project Creep

The Assignment: Describe a project, either personal or professional, that experienced issues related to scope creep. What specific scope creep issues occurred? How did you or other stakeholders deal with those issues at the time? Looking back on the experience now, had you been in the position of managing the project, what could you have done to better manage these issues and control the scope of the project?

Not too long ago I was tasked with a project that required we create an e-learning environment for clinical staff in the area of customer service. The clients were very specific about what they wanted the clinicians to learn from the training. We spent a good many months with the IT team and the SME’s and we produced what we thought would be an excellent training, meeting all the needs of the client. A piloting of the program was set up and the client selected the first clinicians to participate. The pilot was to be open for three weeks allowing the participants to go in at their leisure to evaluate the training. After three weeks we were supposed to have their evaluations back. However we did not. This failure of the participants to respond set us back as we had to contact each of them and remind them of the timeline. As it turned out of the initial 25 evaluations we only got back six. The project was set back several weeks and the client never got the feedback that they wanted. While this was not our fault, we were still now off the budget and timeline.

Portny et al. (2008) defined “scope creep” as “the natural tendency of the client, as well as project team members, to try to improve the project’s output as the project progresses. In this case the clients really wanted feedback before release of the program and the failure of the participants they selected to respond back made them question what they had in the program. I suggested that rather then select participants we reopen the pilot to the clinician population and let them decide if they wanted to take the course. The client was leery but agreed. We sent out a blast email to all potential clinicians and said that the pilot will be open one week and that we would appreciate feedback immediately after completion. Of the 42 who volunteered we received 33 responses back within the week and within ten days all responses were in.

So in this case of scope creep we were put off the time line by two weeks but were able to really get a feel for the impact of the training by switching gears as we did.

Effective Communication

Effective Communication is vital to successful project management. We can share information, influence behavior, attitudes and understanding when we effectively communicate to others (Portney, et al). To be most effective we must learn our own communication style I am straight forward and direct and at times it has been taken as abrupt or aggressive so as the years gone by I have learned to be aware of how I say something before I say so as not to be taken ineffectively by someone whose style is more sensitive. Dr. Stolovitch (2009) discusses some key points in communication that include diplomacy, avoiding ambiguity, and documenting everything. Avoiding ambiguity means communication should be precise so that the intended message can be relayed. When using diplomacy, you are communicating your opinion, needs, wants, feelings, and beliefs to others in a direct and honest manner, without intentionally hurting anyone’s feelings (Bezroukov, 2011).

After watching “The Art of Effective Communication”  For me the face to face communication was the least effective. While I heard her words her body language was telling me that she really did not seem to think it was so important to get the information. Her body language and tone of voice left me with the impression that although she wanted the information, there was no need to rush.

The email also seemed ineffective to me. She needed the data from him but she did not seem to voice how important the data was nor did she make it clear what data she needed.

 The voicemail for me was the most effective though still not as effective as it could have been. There is a hint of blame and desperation in her voice that at least makes it a little clearer that she needs the information right way.

Once you know the personalities within the project team using a combination of communication options, such as face-to-face, email and phone calls provide a number of benefits to ensure every personality type is captured. In the video “Practitioner Voices: Strategies for Working with Stakeholders,” Dr. Budrovich recommended tailoring your communication to the individual’s needs and preferences. The team must have a system to determine the process to keep information current and communicated in an efficient and timely fashion.

In reflecting on this exercise, I have discovered that the project manager must keep a record tracking system to determine how they will relay information it must include a strategy for communicating with its team members, without it will result in miscommunications and likely significant time delays. Clarity is another area that needs to be firmed up. Had Jane clearly stated that she must have the report by 2 p.m. today then there were would be clear understanding of the urgency.

References

Bezroukoy, N. (2011) Diplomatic Communication. Open Source Software Educational Society. Softpanorama,  www.softpanorama.org

Portny, Mantel, Meredith, Shafer, & Sutton, (2008). Project Management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.

Stolovitch, H (2011), Video Podcast: Communicating with stakeholders. Laureate Educational, Inc. Retrieved from http://sylvan.live.ecollege.com/ec/crs/default.learn?CourseID=4744647&Survey=1&47=6523831&ClientNodeID=984650&coursenav=1&bhcp=1

Multimedia Program: "The Art of Effective Communication" retrieved from http://mym.cdn.laureate-media.com/2dett4d/Walden/EDUC/6145/03/mm/aoc/index.html

Blog Assignment: Learning from a Project “Post-mortem”

This week we have been asked to look back at a project we were involved in be it personal or professional that was not successful or did not result in the desired outcomes. I found great difficulty in coming up with a project. I am pretty much a methodical person, when I plan to get some thing done I usually do with it resulting in what I want to occur, this is done by switching gears mid stream if necessary to ensure it.. However I am not perfect and some things are not always in my control. After much thought I selected a home improvement project I was involved in.

My home had an enclosed patio, what was once referred to as a Florida room. The entire structure was made up of jalousie window of which only the windows on the door worked after 40 years. As a result the room was unbearable cold in winter and hot in summer. I made a decision to remove the room and replace it with a sunroom. The estimate for the work was done in July and the permits were filed. Now it is November and I still do not have the room. I listened to what the company said about everything but they did not advise me about the actual permit procedure. The room is not done because after the permit was file it was returned because of other work done on the house over the fifty years it existed needed blueprints and permits as well.

While the company stated several things that needed to be changed to pass final inspection I was not advised that there could be items not previously permitted that would need to be. Because of this far more time was spent getting the permit and more money had to go into the project for the drawings for previous projects. The front steps, bay window and fence all were updated from the original home and all were done by contractors who at the time did not need a permit from the town to complete the work. But now permits are needed and as a result I had to hire an architect to come in and draw up plans for these items that were more that 20 years old to get a permit for them. All this before they would approve the current permit request.

I believe that had I done some deeper research on obtaining permits I would have handled this situation in a timelier manner. My SME, was not knowledgeable enough about the towns permit requirements and so caused the project to go over budget and over the timeline.

Greer, M. (2010). The project management minimalist: Just enough PM to rock your projects! (Laureate custom ed.). Baltimore: Laureate Education, I

Welcome Blog Group Members

My name is Pat and I am taking  Project Management in Education and Training this semester. I will be submitting my blog assignments here and hope you all sign in to read and comment on them.
 I work for the Department of Veterans Affairs Employee Education System. I am the mother of two and grandmother of one. I hold degrees in education, graphic arts, business, sociology and paralegal studies.  I love to learn and the degrees came along during the learning process. I actually went from high to college for my sociology and education degrees the others were the results of credits earned from the original degrees plus the new interests. I feel with my experience and education that I am a pretty well rounded open minded yet critical thinker and I look forward to sharing information with all of you