In this month's issue
ReCr8 is a Continuous Professional Development programme with a difference. Instead of just focussing on the usual, the focus is on the unusual. How do we take our everyday training, workshops and meetings and turn them into hours or days of true meaning! The ReCr8 workshops are run on a monthly basis in Midrand or may be hosted in-house at your company premises.
The 2011 intake is growing well - remember you can join in at any time as this programme is self -directed and consists of self-study and supported by Tutorial Workshops once a month. On that note, our thoughts are with our Academic Head, Dr. Fanie von Solms who is currently recovering from an operation.
To RPL or not to RPL, that is the question that most companies with Learning and Development staff are asking. The newfound focus of Career Development and legitimising of L&D career pathways is making this a common discussion in many boardrooms. Let The Institute of People Development help you decide on RPL strategies, policies and implementation. IPD have been the forerunners in the RPL of whole qualifications for L&D practitioners and have over the past six years developed a simple, integrated, best practice approach to RPL.
PS: Do not forget to get your discount for SABBP membership if you are an IPD graduate!
Creating Assessments connected to Performance management using a JOB PERFORMANCE WHEEL
The challenge to encourage real and practical assessments in the workplace seems to many to be insurmountable! This short article has been written to encourage both assessors and managers to make the "mind jump" towards using assessment principles and evidence rules in everyday job performance - thus creating the true value of assessing against a standard!
There are different types of problems and they are not all training problems, that is they cannot all be solved by learning, but by Coaching and on the job Performance measurement. By using the job performance wheel we can distinguish between the different types of problems. This indicates different areas of performance which can be assessed using the "conduct outcomes based assessment" methodology:
This is just a shortened version to illustrate the methodology.
When assessing job performance, not only should we be taking the job title into consideration (as these are often extremely misleading!), we also need some form of benchmark with which to measure the performance itself - e.g. Standards (usually called SOP's) and Measurement, Conditions, Capacity and Knowledge and Skills. Only then can we measure what is supposed to be measured.
Incentive should be connected to consistent good performance. However, this can only be evidenced if assessments are continuous.
The definition of neither disadvantaging nor advantaging someone clearly defines the principle of assessment, but also the spokes of the job performance wheel. Feedback, incentives, measurement, conditions and standards all relate to this definition!
On so we can continue....
TRAINING GAME: Introducing Assessment Principles
Objective: Introduce the emotions (usually negative) connected to assessments.
Resource: Scrap paper, colour pens/pencils
Players: Small to large groups
Give each learner a piece of paper and some colour pencils. Ask them to draw a house. Give no other instructions and be vague if you are asked for any specific requirements.
Give the learners 3 minutes. Get them to write their names on their drawings and hand them to another learner.
Now instruct them to "mark" the houses using the following criteria:
The group will be up in arms and this leads beautifully a discussion of the principles of assessment!
2011 PUBLIC TRAINING SCHEDULE - MIDRAND (GAUTENG)
For more information about our OD-ETDP training programmes and our soon to be launched Generic Management Programmes, visit our website at www.peopledevelopment.co.za and embark on an exciting journey of outcomes-based learning through IPD. All programmes are available in other Provinces on demand.
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