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Can a virtual team be as effective as a co-located team? This is a question that organizations are debating, and the arguments on both sides are very compelling. Factors like work-life balance and organizational savings need to be balanced with the value of face-to-face collaboration and managerial oversight. Whether you personally embrace the concept or not, chances are you will participate as a virtual team member during your career. The reality is, a virtual team can be very effective if the correct conditions are met and maintained. It's about putting together the right personalities, ensuring they have the right tools, and leading the team successfully. After discussing the arguments for and against establishing a virtual team, this workshop will use real life examples to address six key enablers for success. At the conclusion of the session, you will be able to: identify the profile of an effective virtual team and its players, know how to engage existing team members when selecting new team members, confirm the right technologies and processes are in place to ensure success, create inter-reliability, trust, and teamwork, identify and manage issues before they become destructive, establish credibility while maintaining the right balance of oversight and empowerment, and create team-building opportunities across the distance.
Generation Y (people born after 1980) is the fastest growing segment in today's workforce. Trelleborg AB, a global company offering sealing solutions, conducted a substantial survey in 2013 asking 1,000 of their Gen Y employees about their needs, desires, and attitudes toward their workplace. Their responses, and follow-up face-to-face workshops conducted on four continents, gave valuable insight to the learning style of this generation, along with best practice in how to hire, retain, and develop this target group. This survey also revealed the diversity that exists between workplace generations. This offers useful awareness and solutions on how to address the different generations and thus optimize the workforce teams. In this interactive session you will be exposed to a real and timely business case with hands-on practical tools and techniques on how to optimize a company's generational diversity, with a focus on Gen Y.
The terms game-thinking, game-elements, and gamification have all entered into the vocabulary of trainers, e-learning developers, and instructional designers in the past few years. But what do these terms really mean and how can you apply them to create interactive learning events that change behavior and improve performance? How can you make your instruction more game-like without the cost and effort of creating a large-scale game? However, we have to think about a few things. How should games-thinking be integrated into the curriculum? Can attitudes and behavior change as a result of playing a game? What elements can learning designers borrow from game designers? What is the one secret game designers know that instructional designers never seem to grasp? The answer to these questions, and more, are not all that mysterious and can be found in the research and in uncommon best practices. Based on the bestselling book, The Gamification of Learning and Instruction, this interactive session includes many examples of using game-elements, game-thinking, and gamification to promote learning for performance improvement and highlights how organizations have added game thinking to their toolkit. And, yes, you will play a polling game in this session. Discover how research-based practices and game-thinking fit in with today's fast-paced need for quick, effective instruction.
Do you, or your employees, work outside a traditional office? That might mean working from home on occasional mornings or being completely based at your local coffee shop. Perhaps you supervise sales staff in a large geographic area or are responsible for a team of global technology professionals. Mobile workforces are a growing and permanent trend and management strategies need to keep pace. In this session we will discuss the building blocks of managing your remote workforce. These foundational tools will help prepare you to lead, not just manage, your team. You will learn to: Align job descriptions with virtual positions, learn the top five words to include when building a job description for a remote employee, and manage meetings in the Cloud. You will be given a meeting template, which you will personalize, for use in facilitating remote meetings, delegate and monitor project progress, and evaluate your remote employee's performance. Use our simple form to help evaluate project performance and support your annual appraisal.
Have you ever wondered how some training professionals get noticed in the business world? Why does it seem to be so easy for them but not for others? Do you get discouraged because you either don't know how to brand yourself or feel it's too overwhelming or time consuming to do? Branding yourself doesn't have to be a daunting task! It can be an enjoyable and eye-opening experience that will present additional opportunities. During this interactive session the speaker will share how she was able to stand out, along with stories from other training professionals. She will discuss the importance of having a positive attitude, networking, looking for opportunities, and thinking outside the box.
Globalization demands that leaders navigate a multitude of training styles, each one impacting the degree to which the trainer is able to engage, motivate, and achieve the highest level of skill acquisition and carryover. Trainers at corporations with multinational team members have an additional need: to ensure maximum learning transfer for every member of their diverse team, including those for whom English is a second language. This session provides actionable tools for using language cues—verbal, written, and visual—so trainers can achieve optimal results for both native and non-native English speakers alike. These practices not only level the playing field for all training participants, they also ensure investment in human capital is optimized to its greatest potential. These training techniques will help you subject matter carryover after the training experience, regardless of subject matter content.
This session challenges the traditional beliefs about motivation that are so embedded in our collective psyche that we can collectively fill-in-the-blank on statements such as: ? It's not personal, it is just _______. ? The purpose of business is to ____ ______. ? We need to hold people _________. ? The only thing that really matters is ______. ? If you cannot measure it, it ______ ______. These traditional beliefs set leader behaviors in motion that undermine people's basic psychological needs—and result in low-quality motivation. You are encouraged to challenge outdated beliefs about motivation and consider how more optimal beliefs cultivate an environment where people experience enhanced well-being, sustained performance, and long-term results. You will be asked to complete alternative belief statements, such as: ? If it is business, it is _____. ? The only reason business exists is to ____. ? People live up (or down) to our _______. ? In the end, what really matters is not just results, but how those results __ _____. ? If you cannot measure it, it is probably ___ ___. The speaker builds a case for replacing obsolete beliefs with more highly developed values that promote leadership behaviors proven to nurture an optimally motivating work environment.
Our careers are very important to us. We spend a great deal of time working at our job, thinking about work and how we can get ahead in our careers. Unfortunately, many people don't spend much time on developing and using the career tools (e.g. portfolio) they need to be successful. Whether we like it or not, to employers, our portfolio represents who we are to them. When we apply for a job we don't always have the opportunity for employers to meet us personally. The first impressions that we make on potential employers are based solely on our career tools such as resumes and work samples. Given that, it is critically important that our professional portfolio present us in the best possible light. This hand-on workshop will guide people through exercises and activities that will help participants build and use a winning career portfolio. Participants will create an action plan that will help them integrate ATD's Competency Model in their portfolio, show them how to use their portfolio to get interviews, how to use their portfolio in interviews and how to get promotions and successful performance appraisals. Additionally, the session will show people how to create and electronic portfolio with minimal technical skills.
With tight budgets it is essential for the internal L&D function to prove its value. That means focusing on our programs' results: how our solutions lead to desired performance and, ultimately, organizational strategy. But our value can be more than the sum of our solutions. Through a case study, we'll explore how an internal L&D function can do more than just align to strategy—it can lead the business to it, while marketing its value along the way. Participants will interact with and be exposed to three levels of strategic planning and value communication: the three-year planning process that links L&D strategy to corporate strategy, execution of a learning solution designed to enable employees and staff to fulfill corporate strategy, and communicating the results and value-add of the L&D function through strategy execution.
Sustaining a career in training requires a strategic partnership with the business that produces measurable business results. So how do you become a strategic business partner? In this thought-provoking session, an industry leader in training evaluation will outline what to do before, during, and after training to produce and document organizational results. He will provide tactics and tools for earning the trust of stakeholders and expanding your influence beyond the classroom. Training leaders will come away from this informative session armed with the information they need to become strategic business partners with their stakeholders. All training professionals will gain an understanding of the role training must play to remain viable in any organization.
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