Free Icon Sets
March 17th, 2010
I was recently referred to the FAMFAMFAM site. This is a great resource for free icons for both web and print.
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Staff Planning Template
January 18th, 2010
It’s that time of the year again – budgeting! I’ve found this template helpful as I look to assign staff to various projects, and ensure that I have the resources needed to do so. While 2,080 hours is the typical number used by Accounting for a Full Time Equivalent (FTE) staff member, I’ve found that 80% of that, or, 1,664 hours is much more realistic, when you factor in time off (PPL), meetings and non-project administrative activities. You can feel free to modify as you see fit. Please note, the smiley face is a quick reference to tell you how you’re doing in your plan for each staff member: the smile turns to a frown above 1,664 hours.I’ve also grouped the activities as follows:
Baseline: Those day-to-day activities that are at the core of your business. For the training department I direct, this includes activities such as delivering New Employee Orientation, and developing and delivering mandatory compliance education, and other trainng classes needed by new staff members.
Client-Driven Activites: These are separated into two groups: client and operating plan. ”Client” are for training programs requested by a specific department. An example of a client request is building a training program for a department-specific application. “Operating Plan” are for training requests tied to a specific [enterprise-wide] Operating Plan initiative. An example of an Operating Plan initiative we are supporting is the reduction of Bloodstream Infections.
HR Operating Plan: These are activities aimed at improving the service(s) my department – HR, and funtion – Learning Services, provide the organization. An example of this is upgrading our Learning Management System (LMS).
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Vendor Evaluation Template
August 28th, 2009
Here’s another template I’ve found to be useful in the Leadership Development vendor selection process.
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Leadership Development: Action Learning / Stretch Assignment Inventory Worksheet
August 1st, 2009
I’m currently part of a team developing our hospital’s leadership development program. While traditional classroom instruction, eLearning, mentoring and cohorts are included, with budgets tightening, and workload increasing, we are now, more than ever, committed to ensuring learning and development are taking place within the work itself (action learning and stretch assignments). To aid in this work, I’ve created a simple spreadsheet aimed at cataloging the various opportunities throughout the organization. Our overall goal with this tool is to provide our leadership development coordinator with a comprehensive, organization-wide “database” of opportunities for leaders to either demonstrate or develop, while tangibly advancing the work. Fields included are aimed at making it easier to “filter” these opportunities to meet the specific needs of the individual and the organization, and include:
- Name of the Opportunity
- Brief Description of the Opportunity
- Brief Description of the Assignment
- Estimated Time Requirements for the Leader
- Core Competencies (that are needed, and can therefore be demonstrated or developed within the work)
- Tie to our Strategic Plan
- Tie to our Operating Plan
Please note, you can change the drop-downs within each cell from the “DropDowns” tab. If you would like to modify or add more drop-downs, you can find instructions to do so by searching “Create a drop-down list from a range of cells” within Excel’s Help.
While we’ve used action learning and stretch assignments in our leadership development programs in the past, we have never done so to this scale. If you have – please comment on your experiences, best practices and lessons learned. Thanks in advance for your help!
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The Beginning of a New Era: Time to Formalize Informal Learning
June 24th, 2009
From Chief Learning Officer. Originally published June, 2009 by Josh Bersin.
During the past quarter century, corporate training has gone through several major shifts.
The 1980s and early 1990s were the era of the corporate university. Companies created centralized training functions to develop employee skills in a wide range of professional and leadership areas. The economy was growing, so companies could invest in these learning organizations and support a long-term focus on employee development.
Then came the Internet and a decade of focus on e-learning. Companies purchased complex, employee-facing learning management systems and thousands of online courses. Corporate universities drifted into federated learning organizations with teams scattered around the enterprise.
We are now beginning a third era: the formalization of informal learning.
This shift is a result of a tremendous need to reduce costs, the proliferation of networking and mobile devices, young and always-connected employees and the ability to store and search massive amounts of content easily. Added to this is the investment many companies recently have made in integrated talent management and an emphasis on managing four generations of workers.
In this new era, corporate learning is employee-directed, continuous, person-to-person and requires Read more…