Employee Development Plan

Personal Development Plan

Personal Development Plan

This personal development plan will allow me to:

• Develop a greater awareness of myself and my work environment,
• Gather relevant information through career exploration,
• Set realistic career goals,
• Develop and implement career strategies to achieve my goals, and
• Appraise the effectiveness of my efforts.

I will apply the four approaches as outlined by Noe (2010). These strategies will
include formal education, assessments, job experiences and interpersonal relationships.

Assessments

I look at this approach as a prerequisite to any personal development process. As
the most important step in my personal development process, self-assessment will
assist me to understand my values, preferences and personality traits. This is key
to discovering the kind of work that will bring me personal fulfillment. Assessments
will help me identify and re-affirm what I already know about myself and help me
discover new things.  These assessments will give me an overall framework within
which I will be able to effectively strategize my career.

Formal education

I will be finalizing my MS IDT program in the next two months and will attend social
network marketing program to enhance the marketing skill. I will also ensure I attend
as many in-house training to take advantage of any existing opportunities. This formal
education will position me in line for promotion and expanded job role. In the future,
I plan to enroll in a Ph.D. program on training and performance improvement.

Job experience

Since upward mobility in my current employment is limited, I may have to look and
think outside the box. I will look for the opportunities available to me in my current
jobs.  I will seek alternative ways to help me develop a satisfying career in my
present job.  I may have to think creatively and look at career development from
a non-traditional view.  Among the options available to me is;

a) Job Enrichment: Job enrichment will involve vertically expanding your job with
additional responsibilities that may presently be undertaken by my supervisor.

b) Lateral Movement: Lateral movement may involve changing jobs but not necessarily
changing status, pay or level of responsibility. Such a move can broaden my base
of knowledge and skills and help me develop new competencies.

c) Job Enlargement: Job enlargement will involve expanding my job horizontally by
increasing the number of job tasks I perform.  The idea behind job enlargement will
be to increase job diversity.

d) Job Rotation: Job rotation is the movement between different jobs.  This career
strategy allows me to temporarily move laterally into other positions to broaden
my knowledge of other functions and departments in the organization.  Job rotation
will allows me to learn new skills and enables me to function in many different jobs.

Interpersonal relations;

This is when I will seek to develop my skills and knowledge by interacting with the
experienced members of staff. I will certainly pick a mentor who is successful and
experienced in the organization and in my career projectile. I will seek a formalized
mentoring process where my mentor will be clear on my expectations on him/her and
my aspirations.

References

inner architect . (2008 | , January 22). Employee Development: 5 Reasons “Why” It
Is Vital To Company Health and Longevity. Retrieved June 16, 2012, from inner architect
: http://innerarchitect.wordpress.com/2008/01/22/employee-development-5-reasons-why-it-is-vital-to-company-health-and-longevity/

Noe, R. A. (2010). Employee Training and Development (5th ed.). New York: McGraw
Hill/Irwin.

Pace, A. (2010). Unleashing positivity in the workplace. Training and Development,
64(1), 40-44.

High-Tech Training: The impact technologies have and will continue to have on how people learn and interact, and their implications for training

Web 2.0

Platt (2007) describe Web 2.0 as the collective ability to use the Web to write as well as read rich content which allows people to interact with the Web, with online content, and with one another. Web 2.0 represents a fundamental change in the way people interact with content, applications, and other users; the new Web is a platform for harnessing and promoting collective intelligence. In the future, learners and learning will no longer be merely consuming content and applications: They will be participants, creating content and interacting with different services and people. The availability of high quality image and video continues to provide a very low cost and simple way of providing training and demonstration materials. This rich content, when integrated with subject matter experts in the community and active discussion groups will provide a powerful and simple training and education environment.

E-Learning

This refers to instructions and delivery of training by computer online through the internet or web (Noe, 2010). This includes web based training, distance learning, virtual classroom and distance learning.

Online learning has several advantages. These include;

· Several features can be built into online learning

· It is accessible any place and any time

· Can be provided through dispersed geographical areas

· Can be provided faster and easier

· Eliminates paperwork

· Link learners to other content, experts and peers.

Online learning will blur the distinction between training and work (Noe, 2010).

Blended learning

This is coming in to fill some of the limitations of online learning. Blended learning combines E-learning, face to face learning and other methods of learning and instruction. It provides increase learner control over the program, allow self-directedness and requires learners to take more control over own learning. It has been found to be more effective than face to face learning in enhancing learner motivation. There is the thinking that blended learning has an advantage as it capitalizes the best aspects of face to face and online learning. Today blended learning primarily functions as a replacement for or extension of face to face environments. In future, blended learning will provide the needed face to face social interaction while still enhancing the capabilities of the other learning methodologies.

Bonk and Kim (2004) have identified 10 future trends in blended learning that will be linked to expansion in blended learning.

This will include;

· Mobile Blended

· Greater Visualization, Individualization, and Hands-on Learning

· Self-Determined Blended Learning

· Increased Connectedness, Community, and Collaboration

· Increased Authenticity and On-Demand Learning

· Linking Work and Learning

· Changed Calendaring

· Blended Learning Course Designations

· Changed Instructor Roles

· The Emergence of Blended Learning Specialists

Simulations

Noe (2010) demonstrates how the improvement in software development and computer technology has transformed simulation and how it is affecting learning. Online simulations and role play of different animated business customers offer training on various customer service challenges. In certain colleges, Clinical rotations have tremendously been reduced due to availability of simulated clinical experiences that are better than the real thing.

Full-Body Pregnancy Simulator allows training in a variety of obstetric procedures with interchangeable models for extra scenarios. The Manikin includes realistic anatomy and Scenario easily adjusted with additional models. The prohibitive costs associated with simulation development costs will be continue to decrease making them a popular training method.

Wikis

A wiki is a type of website that permits users to edit available content. Wikis are designed with the philosophy of making it easy to correct mistakes through collaboration. The theory is that a large audience will overall provide more accurate information than a single expert or source.

Some of the benefits of wikis include:

• Allows for access to posted information at any time from any location.
• Allows for the posting of multimedia including links, images, music, and videos.
• Allows the instructor to track submissions and changes to group projects.
• Useful in collecting data from groups of students.
• Allows students to collaboratively write reviews of courses or assignments.
• Provides a low-cost but effective communication and collaboration tool.
• Promotes the close reading, revision, and tracking of drafts.
• Allows students and instructors to collaborate to create simple websites.
• Allows groups of students to peer-edit and evaluate documents for group projects.
• Allows groups of students to group author papers and projects.
• Can be used in place of presentation software such as PowerPoint.
• Reduces the amount of paper-based assignment submissions. Additionally, wiki posts are time and date stamped allowing for instructors to enforce submission due dates.
• Tracks revision history allowing for users to go back to former iterations or undo changes.

In the future, wikis may be used to;

• Create a repository of information such as definitions, descriptions of theories, encyclopedia entries, research data and more.
• Use as a platform for group projects.
• Utilize as a repository of information across courses or semesters.
• Utilize as a training manual such as how to perform tasks.
• Allow student to edit the manual to improve it for future students.

References

Bonk, C., & Kim, K.-J. (2004). FUTURE DIRECTIONS OF BLENDED LEARNING IN HIGHER EDUCATION AND WORKPLACE LEARNING SETTINGS. In C. J. Bonk, Handbook of blended learning: Global Perspectives, local designs. San Francisco, CA: Pfeiffer Publishing.

Noe, R. A. (2010). Employee Training and Development (5th ed.). New York: McGraw Hill/Irwin.

Platt, M. (2007, july). Web 2.0 in the Enterprise. Architecture Journal,(12 ).

 
Background
 
Over the past 150 years, Nokia has evolved from a riverside paper mill in southwestern Finland to a global telecommunications leader connecting over 1.3 billion people. Nokia has made rubber boots and car tires, generated electricity, manufactured TVs and have sold well over a billion mobile phones.
 
Nokia is committed to diversity, which it fondly refers to as “the Nokia Way” – the core values and shared philosophy that make the company tick. Key philosophy at Nokia is to boost Creativity, empowerment, openness, collaboration, and consideration for people and the environment. Operating in over 130 countries, diversity is crucial to Nokia’s success.

Needs Assessment
 
This needs assessment will determine whether a training program is necessary at Nokia.  The assessment will involve an organizational analysis, person analysis and a task analysis . After the analysis, I will establish the solution to the performance problem; identify objectives of the training, the content and the method. I will involve the managers, staff trainers and the employees of Nokia in this need assessment process. Noe (2010) advises that training will be more successful in helping Nokia achieve its strategic goals if management is involved in the needs assessment process.
 
 
I will seek to establish whether training will support the strategic direction Nokia is taking, the perception of management in regards to training and what training support exists in the organization. I will use Nickols (2005) questions as cited in Noe (2010) questions to ask in an organizational analysis. I will also ask trainers and external consultants with Nokia who will be enlisted in training to demonstrate their experiences in training such a diverse organization and the evidence that their training interventions worked. I will finally seek to know from the employees what their personal view of training is and how the organization manages training and application of the new skills that have been acquired.
 
As part of Nokia's needs assessment, I will seek to review the organization's strategic plan, understand the organization vision and mission, the performance management process, Standard operating manuals, job descriptions, staff performance reviews, marketing plans and consumer reviews. This will inform me on the direction the organization is taking and how consumers and general staff members are feeling about the strategic direction of the organization.
 
I will further use Observation to establish the level of skill and interaction in the organization. Due to the breadth of operations, I will send questionnaires to the various countries that Nokia operates in and use a random sample to gather data on the training needs. I may also use an online technology to collect information from the different zone that Nokia has a presence.
 
This approach will provide me with enough insights to develop an effective training program for Nokia.
 
References
 
Nokia. (2012). The Nokia story . Retrieved May 10, 2012, from Nokia: http://www.nokia.com/global/about-nokia/company/about-us/story/the-nokia-story/

The Truth About Training

Hi. My name is David Ndungu, Training and Development specialist at David Consult.

I am going to talk about Staff training in a globalized business environment. Training and development is no longer a nice to do but a must do business strategy. Research by various scholars has shown that organizations that have effective staff training systems have consistently outperformed those that do not. Noe (2010) has demonstrated why Southwest airlines, Seattle city lights, Nokia, Boston pizza among others have performed well over the years.

Training and continuous learning translate into personal and professional growth. It is the continuous learning that allows the employees to acquire the skill and ability to use new technologies that makes businesses competitive. These employees become more valuable as they have the requisite skills to meet the changing technological demands in a globalized business environment.

Organizational training also allows the organization to focus and align employees to the organization business strategy. Without effective training employees and different business units will not understand and appreciate the strategic direction that an organization is taking. Training ensures the entire organization is pulling in one direction.

Training can be an approach not only to develop and enhance talent, but also motivates employees. Organizations that invest in training their employees have better retention of their high performing employees. Your organization is better served if it can retain its skilled and talented employees and keep them highly motivated which can be achieved through strategic training.

References

Noe, R. A. (2010). Employee Training and Development (5th ed.). New York: McGraw Hill/Irwin.

The truth about training

Analyzing Scope Creep

 

“You have to decide what your highest priorities are and have the courage—pleasantly, smilingly, non-apologetically, to say ‘no’ to other things. And the way you do that is by having a bigger ‘yes’ burning inside. The enemy of the ‘best’ is often the ‘good.’” – Stephen Covey.

The Project

I worked at a school that conducted Allied Health Courses using the tradition face-to-face method. The school decided to convert the face-to-face Home Health Aide (HHA) class to the online format. Since HHA had only 20 contact hours, the administration assumed it would be easier to convert it to an online class. The management selected the Administrator to be the PM. The administrator identified and selected a project team that included the SME and the technical Designers. The SME was to provide the material and the technical design team would re-purpose the material to address the issues relevant to the online medium. The project was scheduled to be completed in two months.

The Scope Creep

Greer (2010) identified scope creep as those seemingly reasonable requests for “little add-ons” or enhancements by stakeholders, which eventually get the project budget and schedule to be blown out, and eventually making the whole project team to be blamed. In the instant case, the scope started changing when the SME had to leave the project due to personal issues. The new SME came with all new ideas and concerns. She wanted to introduce video sections that had not originally been included in the initial plan or budget. She also wanted to include other aspects of the curricular such as CPR that was not part of the original scope. Having come from an organization that had a functioning HHA online, she wanted to make our online HHA class to take the same format and design of her previous engagement.

Project Creep Management

The stakeholders did not address this scope creep very well. Instead of reviewing the effects and the impact this scope changes would have on the project, the Project Manager let the SME have a free hand in the new process. Consequently, the budget almost doubled, and the timeline exceeded the initial plan. Several project members who had time pressure could not be available in the new expanded project, the finance office did not have the money to pay for some of the new activities, and the project team all but collapsed. The project was an utter failure. We did not succeed and we abandoned the project without the team producing anything tangible despite the costs and time spent.

This project had many flaws. 

There was no written plan or even a project charter. The lack of the project charter left the project open to different interpretation of scope by different stakeholders. The Project Manager was also very weak. Portny, Mantel, Meredith, Shafer, Sutton, and Kramer, (2008) avers that a successful Project Manager require targeted skills and techniques to steer the project to successful completion. Our Project Manager Influence and control over the overall project was weak. He adopted a laissez faire approach to project management. To ensure successful completion I would recommend greater scope control and a clear communication of the project milestones and deliverables. Dr. Harold Stolovich (n.d) recommends that the Project Manager should let any person introducing a change of scope know that though you value their idea, the change cannot be accommodated right away. He also recommends a use of a change of scope document. This would have made the organization achieve success in the project.

The other key issue I would address would be the key assumptions project members had for the project. The tacit assumptions were that the entire team would be available for the life of the project. There was also an assumption that the project had an unlimited budget and the aim was to develop the best online HHA course. These assumptions were not grounded on facts and became a major handicap during the implementation.

I would have revised and clarified the project purpose, developed a project charter and have it approved by the management and have any change no matter how innocuous be accompanied by the change of scope document that would outline the impact of the change on the schedule and budget of the project.

References

Greer, M. (2010). The Project Management Minimalist:Just Enough PM to Rock Your Projects! Baltimore, MD: Laureate Education Ed.

Portny, S., Mantel, S., Meredith, J., Shafer, S., Sutton, M., & Kramer, B. (2008). Project Management - Planning Scheduling and Controlling Projects. Hoboken, NJ: John Wiley & Sons, Inc.

Stolovich, H. (Writer), & Laureate Educational Inc, (Director). (n.d.). Project Management Concerns: Scope Creep [Motion Picture].

Communicating Effectively

Voicemail.

I think the voice mail was effective as the respondent would be able to playback the message at their convenience. I however found the message a little bland. It is also difficult to confirm if the respondent ever received the message. It is more formal and has a sense of urgency and if the respondent listen to it, they will be more inclined to take action.

Email

Although emails are a more permanent record and allows for a review and searchability, the casual nature of this message does not indicate urgency or make the request formal. It appears more informal and does not impress the respondent with the urgent nature of what the sender wants to achieve. The writer did not apply the rules of email etiquette available here.

Face to face.

In the face to face modality, the presenter is able to communicate her needs in a more personable manner. She is pleasant and engaging. My concern is that there is no way she can use this communication to set a deadline and a reference point. The written word is more formal and is easy to retrieve and review. In formal project environment, Portny, Mantel, Meredith, Shafer, Sutton, and Kramer, (2008) discourage use of informal communication as it leads to miscommunication and hurt feelings. Face to face communication can generate immediate feedback but in my opinion should be followed up with documentation. In nursing, the adage states that “If it is not written, it did not happen.” This is just as true in project management.

In project management, it is better to over-communicate than to under communicate. I would recommend we apply all the three modalities to impress on the respondent the urgency and the need to keep to the timelines. Duthler (2006) discusses the Politeness of Requests Made via Email and Voicemail and make several valid observations. He concludes that the results indicate email requests were more polite than voicemail requests. His full article is avilable here.

Reference

Duthler, K. W. (2006). The politeness of requests made via email and voicemail: Support for the hyperpersonal model. Journal of Computer-Mediated Communication, 11(2), article 6. http://jcmc.indiana.edu/vol11/issue2/duthler.html

Portny, S., Mantel, S., Meredith, J., Shafer, S., Sutton, M., & Kramer, B. (2008). Project Management .Hoboken, NJ: John Wiley & Sons, Inc.