Posted by Paul Hesselschwerdt on Wed, Feb 10, 2010 @ 11:25 AM
By Cary Campen, Global Partners Principle
Global Partners Inc. training programs are customized to the unique clients industry and business. We have devised an approach for developing high impact programs which we call Guaranteed First Time Success. This approach ensures that programs are highly relevant and immediately applicable to the client's current business challenges. In building client programs, we leverage our extensive library of Case Study Materials, worldwide database of best practices, and industry research. So, how do we measure success?
We measure the success of training programs using Kirkpatrick's Four Levels of Evaluation. This approach to measuring the success and business impact of training used by world-class businesses and training organizations on every continent.
Using this model, each successive evaluation level is built on information provided by the lower level. Every evaluation should include level one. Most training will benefit from using levels 2, 3, and 4 as well. There isnt a "one-size-fits-all" solution to training. The same is true for evaluating training. Evaluation levels used should be based on content, desired transfer of skills and knowledge, time, and budget. Each successive level represents a more precise measure of effectiveness of the training program, but at the same time required a more rigorous and time-consuming analysis.
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Cary Campen is a Principle at Global Partners who focuses on Learning and Performance Improvement. Cary is a Certified Professional in Learning and Performance (CPLP) through the American Society for Training and Development (ASTD), he has been awarded the highest credential for anyone in the field of workplace performance. For more information, readers can contact Cary at CCampen@globalpartnersinc.com.
Posted by Jay Gronlund on Sun, Nov 08, 2009 @ 04:30 PM
By Jay Gronlund Global Partners Principal
When money is tight, as in the current recession, there is a tendency to pull back on initiatives that don't produce an immediate return. Frequently any effort that involves some form of new business assessment or brainstorming session is the first to go. These innovation initiatives are usually viewed as too separate, specialized or nebulous to justify when budgets are reduced.
However, there are many successful business leaders with a track record of sustaining or even initiating an innovation process during a recession. Their common talent is an ability to create a balanced collaboration (e.g. creative and practical) and inspire a culture of ongoing innovation - e.g. at Apple, HP, Toyota, Nike, Starbucks or Gucci. In fact, a recent worldwide survey by Booz & Company on innovation reported that 40% of responding companies are actually "speeding up their efforts to make innovation more efficient", as a result of this downturn. What qualities and techniques have made these companies so innovative and successful? Is it people, a special approach, bigger budgets, R&D resources, or simply luck?
An examination of the most successful innovative companies that have broken the mold and introduced ground-breaking ideas reflects certain attributes in common:
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Culture of Learning and Innovation
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The Customer Experience Dominates
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Teamwork
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The ability to identify and nurture Creative People
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Finishing - from Concept to Commercialization
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