Presentatieastdjosaretsvivianheijnen 100312103812 Phpapp02

©2009|JosArets|VivianHeijnen|LeiOrtmans|TU220

1.  InformallearningFuneral I & II

2.  HPIFuneral III

3.  Socialso6ware/Web2.0Funeral IV

4.  TheWedding?


Themostimportantcontribu?onmanagementneedstomakeinthe21stcenturyistoincreasetheproduc?vityofknowledgeworkandknowledgeworkers.Itisontheirproduc?vity,aboveall,thatthefutureprosperityandindeedthefuturesurvivalofthedevelopedeconomieswillincreasinglydepend.PeterDrucker


‘Asmartenterpriseisahigh‐performingorganizaGonthatallowsknowledgeandcapabiliGes,enabledbytechnology,togrowandflowfreelyacrossdepartmental,geographical,orhierarchicalboundaries,whereitissharedandmadeacGonablefortheuseandbenefitofall.‘–  FocusonknowledgeandapplicaGon–  EffecGveuseoftechnology–  SystemaGcanddynamicapproach–  Anemphasisonbothindividualsandteams

–  AperformancefoundaGon

MarcRosenberg(2006)


Searching

Referencing

Conversa?ons

Modeling

Feedback

Collabora?ng

Sharing






Incontextlearning

Informallearning

Formallearning

Performancesupport

24/7/365


However,thereisnoresearchtobackuptheamountofmoneyspentoninformalandformallearningintheabovechart.Thenumbersweresimplypulledoutofthinair(Cross,2007).



workworkworkwork work work

searching referencing collabora?ng

learning

traintrain

LanceDublin,2007


"ExecuGvesdon’twantlearning;theywantexecuGon.”

Theywantperformance.Companiesuseitto:

‐ImproveknowledgeworkerproducGvity20%‐30%

‐IncreasesalesbyGoogle‐izingproductknowledge

‐GeneratefreshideasandincreaseinnovaGon

‐Reducestress,absenteeism,andhealthcarecosts

‐Increaseprofessionalismandprofessionalgrowth

‐Cutcostsandimproveresponsivenesswithself‐service

learning“ JayCross,informallearning2006




• Determinebusinessgoals• Ar?culaterela?onshiptohumanperformance

Desiredperformancestate

Actualperformancestate

• Knowledge• Mo?ves• PhysicalResources• Structure/Process• Informa?on• Wellness

• Typeofrootcause• Matchinterven?ons• Recommenda?ons

• Managetheproject• Helptheorganiza?ontoadapttothechanges• Gatherforma?veevalua?ondata

• Forma?veevalua?on

• Summa?veevalua?on

BusinessAnalysis CauseAnalysis

PerformanceAnalysis

IntervenGonSelecGon

IntervenGonImplementaGonEvaluaGon

ofResults

Gap


ConGnuingperform

anceimprovem

entcustom

erserviceonteam/perform

erlevel• Measurementscurrentsitua?on• Management:desiredsitua?on• Performancegap• Rootcauseanalyses(performancebarriers)• Ac?onplan(solu?ons)

• Insmallteamsimplementa?onac?onplans• Supportmanagementandexternalcoach• Learningonthejob• Addi?onalskills

• Evalua?on• Measurements‐bestandbadprac?ces• Gapclosed?• Addi?onalac?onsrequired• Recommenda?ons

• Addi?onalac?onstaken• Fromprojecttorou?ne

Financial Objectives

Internal Processes

Change & Growth

Voice of the Customer

Vision &

Strategy

Business Results


Standards,ergonomics

Designprocess(steps)

Outputsperformerclear

func?onali?es/structure

Performancemanagementsystem

Strategy

Processresultsalignedtoclientdemands

process

performer

organiza?on

Knowledge,feedback

Managingwhitespaces

results design management

|©2008|JosArets|VivianHeijnen|June3rd2008|

Barrierscustomerserviceknownbyprofessionalsandprojectorganiza?on?

Visionandgoalscustomerservicecommunicatedinteam?

Bestprac?cescustomerserviceknownbyprofessionalsandprojectorganiza?on?

checklist A Operational management

Customerservicevaluesdeterminedbyteam?

SWOTcustomerserviceteamlevel?

Bestperformersknownbyprofessionals?

Badprac?cescustomerserviceknownbyprofessionalsandprojectorganiza?on?

Jobcriteriacustomerserviceknownbyandvisibleforprofessionals?

Competenciescustomerserviceusedforimprovementandmonitoring?

|©2008|JosArets|VivianHeijnen|June3rd2008|

Currentversus–performancecustomerservicedetermined?

Rootcausesdetermined?

Measurementsysteminusetomonitorcustomerserviceimprovements?

MonitoringindividualimprovementviaHRMcycle?

Peerreviewcustomerserviceinuse?

Customerserviceonagendateammee?ngs?

Ac?onplancustomerserviceknownprofessionalsandprojectorganiza?on(commitment)?

Ac?onplancustomerserviceinac?on?

Checklist B Operational management


• Mistakes(2‐3?mesaweek)• Complainscustomersaboutstandardscare(2‐3?mesaweek)

Performancegap

• Unansweredphonecalls10‐15?mesaday

• Customerunsa?sfied:outsideac?vity–10‐10

Performancebarrier

• Unclearstandards• Noformalstandardindocuments• Diversitymaterials

• Responsibili?esunknown• Jobdescrip?onunclear• Infrastructure• Understaffedrecep?oninthemorning

• Insufficientvolunteersavailable• Insufficientresources(wheelchairs)Informa?on

Solu?on

• Learningindeworkplace• Jobaidproducedandintroduced

• Responsibili?esrenewedandcommunicated• Newsecretarialsupporthired

• Wheelchairssponsoredbycommunity• RecruitcampaignforVolunteersProcedureinforma?on


Solu?on

• Jobaidproducedandintroduced• Learninginworkplace

• Responsibili?esrenewedandcommunicated• Newsecretarialsupporthired

• Wheelchairssponsoredbycommunity• Recruitcampaignforvolunteers

Ac?onplan

Who:3teammemberssubjectmaierexperts

Who• Management• Teammembers

Who• Management• Community• Teammembers

When1‐5‐2008

When:01‐04

When01‐5

• Prepara?onworkgroupprototype• Testandcommitmentteamandmanagement• Writejobaid• Introduc?onteam/learningworkplace• Evalua?on3weeks

• Taskanalysesandobserva?on• Jobdescrip?onsrenewed• Jobdescrip?onscommunicated• Infrastructuralredesign(copier)• Newsecretarialsupporthired

• brainstormteamresourceswheelchairs• wheelchairssponsoredbycommunity• Recruitcampaignforvolunteers(newspaper,family)• Procedureinforma?onduringmorningcare


AdaptedfromDonaldKirkpatrick.Evalua6ngTrainingPrograms:TheFourLevels.Berrei‐Koehler,1996.

TrainingEnvironment

WorkEnvironment

Level1:ReacGons

• Learner• Client

Level2:Learning

• Learner• OrganizaGon

LearningEvent

Level3:Behavior

• Learner• OrganizaGon

Level4:Results

• Performance• Financial

Level5:Results

• ROIDr.Phillips


Solu?ons Level1 Level2 Level3 Level4 Level 5

Managementchecklist

Organiza?onalResults

Solu?onsAc?onPlan

ProjectManagement

Participant satisfaction Management satisfaction

Par?cipantsa?sfac?onManagementsa?sfac?on

Membersa?sfac?on

Coach,problemsolvingskillsresponsibility,asser?veness,

Increasedcommunica?onskills

Focusgroupsperformers,management

Focusgroupsperformers,management

Management,structurendprojects

Workplacemeasurements

AtWorkplace:customersa?sfac?on,organiza?onlevelmeasurements

Costs – benefits financial control

and management

Costs – benefits financial control

and management


Return-On-Investment percentage (ROI) =

(Total Benefits - Total Costs) …………………… - ……………….

-------------------------------------- x 100 % = ………..... Total Costs

………………


“Economic Value Added,” EVA for short, is a measure of ROI that takes the cost of funds into account. Unlike ROI, EVA is an amount, not a ratio. This keeps you focused on overall value. You won’t trade off a project with a 2000% ROI that only yields $10,000 in returns against a project with 30% ROI that nets $850,000.

EVA is not difficult to calculate. Assume you’re making the case for a new program that you expect to return $32,000 for your $200,000 investment in its first year. Your ROI would be 32,000/200,000 = 16%. The EVA for this project deducts the cost of using the $200,000 ( x 10% = $20,000). Your EVA is based on your return less what you must pay for tying up the company’s capital, $32,000 - $20,000 = $12,000. Your EVA ratio is 12,000/200,000 = 6%.

EVA recognizes that there’s no free ride. Projects don’t get funded because they have a hefty ROI. They get funded when they are the best use of funds available. No company can afford to pursue all its upside opportunities.

EVA gets everyone thinking like owners. The carrying cost of excess inventory gripes the manager who’d like to use those funds for a new project.


Financial Objectives

Internal Processes

Change & Growth

Voice of the Customer

Vision &

Strategy




RSSTagsBlogsVlogsPodcastVodcastYoutubeGoogleWikisBlikis

SocialnetworksScreencastMashupsTwiger

E‐learningWikipedia

EPSSGamesE‐mail

BestpracGces/performers

ReflecGon

Networking

PeerTeaching/reviewing

Theory

PracGce



Theyfocusonperformanceinsteadoftraining

Theydon’tconfusee‐learningwithweb2.0/socialsonware

Theydon’tseparateformalandInformallearning

Theydon’tseparateworkandtraining


Presentatieastdjosaretsvivianheijnen 100312103812 Phpapp02

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