Question

1. What have been the biggest changes that you have noticed in how you learn as a

2. Would you be willing to take a blended delivery (partially in person and partially online)

3. Your employer has approached you to assume a managerial role. Although flattered, you are
also concerned about your ability to carry out the role successfully. What type of training or
development might you want to help you succeed? What would be the “core skills” and “soft
skills”?

4. What are some creative, and low cost/no cost, ways that an organization could make a new
employee feel welcome?

5. What are the four issues in evaluating training programs? Describe why each is important.

6. What are the benefits of a well-designed orientation process?

7. Why is there an increased emphasis on career development programs?

just skip question no. 1

Answer 1

Would you be willing to take a blended delivery (partially in person and partially online)
So first we need to need understand Blended Delivery?

Blended Delivery (BD) is a mode of study which encompasses both online and face to face learning. Students receive access to comprehensive learning materials and an Academic Teacher for each unit of study.

I am willing to take it by partially online,in this traditional classroom pedagogy and approaches (including group work, student discussions, and lab work) are supported by online components, often utilized for content delivery by the instructor.

Your employer has approached you to assume a managerial role. Although flattered, you are
also concerned about your ability to carry out the role successfully. What type of training or
development might you want to help you succeed? What would be the “core skills” and “soft
skills”?

A role is a set of behavioral expectations, or a set of activities that a person is expected to perform. Managers’ roles fall into three basic categories: informational roles, interpersonal roles, and decisional roles. These roles are summariz In an informational role, the manager may act as an information gatherer, an information distributor, or a spokesperson for the company. A manager’s interpersonal roles are based on various interactions with other people. Depending on the situation, a manager may need to act as a figurehead, a company leader, or a liaison. When acting in a decisional role, a manager may have to think like an entrepreneur, make decisions about resource allocation, help resolve conflicts, or negotiate compromises.

Manager carryout the role successfully with some qualities and they are as following:

Motivation

Problem Solving

Professionalism

Innovator

Technical skills

Communication

General Benefits from Employee Training and Development

• Increased job satisfaction and morale among employees.
• Increased employee motivation.
• Increased efficiencies in processes, resulting in financial gain.
• Increased capacity to adopt new technologies and methods.
• Increased innovation in strategies and products.

The five core skills are:

• Communication.
• Numeracy.
• Information and Communication Technology.
• Problem solving.
• Working with others.

Some Soft skills are:

• Adaptability
• Problem-Solving
• Creativity
• Team work
• Time Management.

What are some creative, and low cost/no cost, ways that an organization could make a new
employee feel welcome?

the team more involved in the onboarding process:

1. Introduce new hires to the company on a Friday.

The team is busy. Breaking up their day with new hire activities and events may seem like a welcome change of pace, but it could be viewed as an annoying interruption. A busy Monday morning is not be the best time to take current employees away from their desks to bond with a new hire. Instead, introduce new hires to the team on a Friday when everyone is more relaxed and may have some downtime.

2. Use the buddy system.   

There’s a lot to learn and a lot to remember in the onboarding process, and new hires can be easily overwhelmed. Don’t let new hires go it alone.

Assign each new hire a buddy or mentor to help with the transition. Buddies can be there to answer questions, give them tips and tricks for the job and provide support.

3. Create welcome traditions.

The onboarding process should include an introduction to individual team members and to the company as a whole. To do that, and to get current team members excited and involved in the process, start unique traditions to welcome new employees.

4. Give a team-led tour.

Anyone can show a new hire to their desk, the closest bathroom and where the boss sits. But only the team can point out which copy machine acts up, which nearby coffee shop has the best brew and to which conference rooms you should bring a sweater.

What are the four issues in evaluating training programs?

the issues discussed in the paper are the meaning of training evaluation and why training evaluation is necessary; measuring training's effectiveness and impact; Kirkpatrick's four levels of evaluation; and issues with training evaluation. The paper concludes that effective training evaluation is necessary for successful management of training programs and organizational growth and development. Therefore properly evaluating training requires managers to think through the purposes of the training, the purposes of the evaluation, the audiences for the results of the evaluation, the points or spans of points at which measurements will be taken, the time perspective to be employed, and the overall framework to be utilized.

Challenge 1: Poor Planning

Failing to plan for just about anything usually results in poor outcomes, and the same is true when you’re conducting an evaluation. Poor planning can lead to not having the right amount of time needed to conduct your evaluation, a lack of direction in what outcomes you’re hoping to achieve and poor planning can lead to not having enough resources (i.e. funding, personnel, space, etc.) for your evaluation. Poor planning can also result in implementation fidelity issues (i.e. how well a program or intervention is being adhered to) which negatively impacts the integrity of the evaluation and leads to unintended consequences.

Challenge 2: Lack of Readiness

When participants are not prepared and ready for the evaluation process, it is indeed a challenge. If an evaluation isn’t seen as a priority there can be a lack of buy-in from staff and stakeholders in the evaluation process, which can result in limited resources, uncooperative staff, and an absence of understanding of why the evaluation is even needed or valuable.

Challenge 3: Ineffective Approaches

If you don’t use the right data collection methods, you don’t understand how to properly and correctly identify data, you don’t have a thorough understanding of outputs and outcomes and/or you don’t choose the right evaluator for your project, then guess what? You won’t have an effective or positive evaluation experience.

Challenge 4: Bad Questions

Deciding on the right questions to ask to get you the results you’re looking for is a key element of the evaluation process. Asking the wrong questions can derail a project. So, just what are ‘bad’ questions? Questions that are unclear, that use too much jargon, that don’t take into account the audience, that are biased in any way, and that don’t have a clear and understandable method for participants to respond are all problems that will upend the evaluation process.

Challenge 5: Bad Data

If you ask bad questions, you’ll get bad responses – it’s as simple as that. In addition, if you don’t properly and cleanly input the data you do get, if there is missing, messy or unorganized data, then the results will also be messy and unorganized and, ultimately, not useful.

Challenge 6: Too Much Data

When it comes to collecting data, quality beats quantity in most instances. More data does not necessarily equate with better data. In fact, the opposite is often true. If you have mountains of data, then you have mountains of data to manage and process, and that takes time and resources that many programs just don’t have. Additionally, if you collect an overabundance of data it can lead to less consistent information and less certainty and support for the goal of the evaluation, which may just defeat the whole purpose.

Benefits of a well-designed orientation process?

Orientation is important because it:

• Provides the new employee with concise and accurate information to make him/her more comfortable in the job;
• Encourages employee confidence and helps the new employee adapt faster to the job;
• Contributes to a more effective, productive workforce;
• Improves employee retention; and
• Promotes communication between the supervisor and the new employee

Why is there an increased emphasis on career development programs?

five reasons to develop your employees now:

1. Workforce planning. Having a strategic approach to career development allows organizations to identify and allocate resources according to an employee’s skills within their respective career path, while also planning for future organizational needs. In effect, this lets you be proactive in workforce planning through prescriptive career development maps that account for and are aligned with organizational needs.

2. Recruiting. Career development will not only help improve your current workforce, but will position you to attract top talent when the time comes to hire new employees. Agencies with career development programs are more attractive to prospective employees because it sends a clear message that the organization is invested in them. For example, based on our research, once job seekers became aware of an agency’s career development tools, they were more likely to identify the organization as forward thinking and results oriented. As a result, the awareness of an agency’s career development program led to a 30% increase in the applicant’s likelihood of applying for a job. Prospective applicants were also more likely to indicate that the organization cares about its employees and that the agency is a place to pursue a long-term career.

3. Engagement. Research tells us that investing in an employee’s career increases engagement and job satisfaction, which in turn has a direct link to better performance, higher productivity and reduced turnover. Developing career paths and linking training to career development and organizational goals allows agency leaders to send a clear message that employees matter. Strategically aligned career development lets organizations benefit from employees’ higher competency and skill levels along with the resulting improved productivity across the organization. What could be more important today than improved productivity?

4. Retention. Years of studies have shown that employees stay in jobs that give them opportunities. Organizations need to think about this and offer developmental opportunities that support career aspirations, give employees opportunities to develop their skills, and help them understand the path to other positions. Employees who don’t understand their career paths are less satisfied and more likely to leave. As most agencies know, turnover is incredibly costly. In difficult times, agencies need to do everything they can to retain employees!

5. It’s the law. A recent report issued by the U.S. Merit Systems Protection Board (MSPB), Managing Public Employees in the Public Interest: Employee Perspectives on Merit Principles in Federal Workplaces, documents the need for Federal agencies to improve their stewardship of the Federal workforce. The Report reminds us that the Merit System Principles require not only the efficient and effective use of the Federal workforce but also that “employees should be provided effective education and training” to improve organizational and individual performance.