|
||||||||||||||||||||||||||||||
 |
||||||||||||||||||||||||||||||
|
Outstanding
Human Performance Intervention
MyCareer@FESCo!™ is a unique program that enables Fidelity Investments’ employees to take charge of their own development and career growth. All employees need to know where they stand in their current jobs and in any potential career steps they might take. With MyCareer@FESCo!™, employees have a clear picture of their current job requirements and the learning and performance support tools available to them, and also guidance in acquiring and developing competencies for other prospective jobs in the organization. MyCareer@FESCo!™ has yielded enormous benefits for the organization. Employees now have the resources to take charge of their own development, and
Outstanding
Performance Aid
Triad designed and implemented an internal knowledge management system (KMS) to decrease development time associated with service offerings, and reinforce the company’s brand image through its people delivering consistent work. Analysis of the situation indicated that developing and enforcing better knowledge management practices to support employees’ performance on the job would support these goals. Evaluation data indicates that Triad’s KMS has achieved business impact evidenced in a statistically significant improvement in the consistency of performance and a considerable reduction in development time. Triad realized a 100% return on investment in just over 16 months and has saved up to 5% of operating costs in efficiencies each year thereafter.
Outstanding Instructional Product or
Intervention
Stork Electronics assembles printboards. The assemblers do not have electro-technical education; they learn by “sitting next to Nelly.” This Basic Assemblers Course is the start of the development of a complete know-how system. The program was developed and implemented in seven months. Training, organized as part of the job, provides instruction, practice, and feedback. Mentoring is also part of the training program. Materials include handbooks for trainees and mentors, components, tools, production procedures, and so forth. The quality and efficiency numbers improved after the program was initiated.
The Indoctrination Basics and Indoctrination Applications courses work together to introduce new FAA Aircraft Certification Service employees to the structure and processes of their organization. The courses represent an analysis-based redesign from an eight-day lecture-based course to an approximately six-day blended learning experience. A 20-hour asynchronous online component provides the “what” of aircraft certification. A follow-on three-day automated classroom component provides practical hands-on experience in the form of an extended case study that promotes use of the fundamentals, access to online tools, and application of teamwork principles, so important to the FAA.
The Division Officer At Sea program signals a dramatic change in the way the U.S. Navy trains its Surface Warfare Officers. Designed, developed, and evaluated by IDSI, the Divo At Sea program transitioned junior officer training from a traditional schoolhouse to the at-sea environment. The program presents a performance-based solution to integrating junior officers more quickly and more effectively into the shipboard operating environment in which they are expected to perform. The program employs a variety of tools promoting learning that complements work and qualification processes, and permits a customized self-paced solution for each trainee. Program elements help trainees develop requisite foundational knowledge, engage in practical application, exercise problem-solving skills, and acquire leadership and professional watch-standing competencies.
Ford Motor Company implemented Consumer Driven 6-Sigma to reduce variability through systematic, data-driven, process improvement. While Black Belts lead major projects, Green Belts apply problem-solving principles to daily work, support Black Belts on specific projects, and ensure that improvements are sustained. Green Belt training is an integral element of a curriculum that supports long-term deployment of 6-Sigma. Training development followed a systematic design process, and the solution is supported by a multifaceted approach to evaluation. The target audience for the blended solution includes all managers, product development professionals, manufacturing engineers, and extends to unionized employees and portions of the supply base.
Buildings constructed following performance-based designs incorporate unique features never contemplated in traditional prescriptive building codes. (For example, one complex is 1,149’ high, with a 12-story rotating entertainment pod and roller coaster on the top.) This training program was developed by NFA and PTIi, following HPT principles. The objective was to improve the capability of fire professionals to work with other stakeholders in a project—owners, engineers and architects, and tenants—in a systematic approach to evaluating performance-based building designs that ensures the resulting buildings resist fire, and keep occupants and property safe in the event that a fire occurs.
Among the goals of this new-hire solution are to decrease associate ramp-up time, improve quality, and increase customer satisfaction. The solution involves a blended learning experience and includes self-paced modules, instructor kit, customer service scenario bank, online performance support tool, assessments and answer keys, and quality audit tool. Implementation results achieved include a 20% decrease in associate ramp-up time, 2.8% improvement in quality, 10% decrease in average handle time, and significantly higher associate satisfaction compared to baseline data.
Outstanding
Instructional Communication
The DaimlerChrysler Services “All Eyes on Integration” Instructional Communication Database was designed to support the successful implementation of the Consumer Portfolio Integration project. It was imperative that the training strategy provide just-in-time training, utilizing the most effective, efficient, and applicable solutions to optimize user performance for a seamless system and process launch. To ensure that the training strategy was successfully implemented, DaimlerChrysler developed an instructional communication database that would allow them to communicate training initiatives just in time and would serve as a central repository for all Consumer Portfolio Integration related training materials.
Drawing on extensive empirical research conducted by Richard Mayer, e-Learning and the Science of Instruction summarizes and illustrates evidence and guidelines for optimal use of words and visuals in multimedia instruction to promote learning. Later chapters summarize evidence-based guidelines for design and placement of practice and examples, use of synchronous and asynchronous communication facilities, learner control, and design of problem-based e-learning. e-Learning and the Science of Instruction is rated a 5 Star book on Amazon and has been positively reviewed in Training and Development, Performance Improvement, and Canadian Journal of Training.
Much has changed in the past 10 to 15 years with regard to learning, including an explosion of technology that enables learning in new and innovative ways. But at the same time, much has remained the same. Almost all organizational training is a marginal intervention and has only slight effects on performance improvement. The trend to e-learning and other enabling technologies holds promise, but offers no guarantee that high-tech training is likely to have more impact than any other sort of training. In this book, the
authors have created the high-impact learning (HIL) approach. HIL is
a comprehensive conceptual framework and integrated set of methods
and tools that training practitioners can use in any setting to help
their organizations achieve dramatically increased business results
from learning investments. Chapters
of Merit Chapters
of Excellence
The Austin Chapter of ISPI was a good, solid organization; however, applying for the Chapter of Excellence Award catapulted them into becoming so much more! The Chapter established measurable goals, strategically aligned to the national organization (meeting them by 90% at the time of submission). Board members developed Individual Performance Plans, tied to the goals. Processes were documented and process improvements implemented where gaps existed. They enhanced their educational program with an intentional study of the HPT model over 12 monthly meetings. Their website was redesigned to be a better resource and promotional tool.
In 2003, the Kansas City Chapter of ISPI focused on aligning their strategic plan with the goals and objectives of International. A part of that alignment was to ensure they were meeting ISPI criteria for chapter excellence. They saw applying for the Chapter of Excellence Award as a great opportunity to celebrate the things they did well, and also understand the areas in which they could improve. The Kansas City ISPI chapter has been in existence since 1990 and has previously won a Chapter of Excellence Award, a Communications Award of Excellence, and a Virtual Chapter Award of Excellence. With each application, they continue to learn about new ways to serve members and share the ISPI and HPT story.
The Minnesota Chapter of ISPI has been wow-ing its members since 1977. Their mission is to provide professionals with the information, resources, and skills necessary to improve performance. Their vision is to be recognized leaders in improving how work gets done. To accomplish the mission and vision, they create programs that focus on performance improvement and continually aim to increase member benefit. To achieve this, the Chapter hosts two national speakers every year, in addition to the eight chapter meetings led by top-notch presenters. They also run the organization using performance improvement principals. The Chapter of Excellence is more than an award to them; it is a guideline on how they run the Chapter.
The New Mexico Chapter has a long history of successes that continued in 2003! The year saw the chapter reach, and exceed, its strategic goals. Particular highlights include:
|
