STI Risk Assessment Counselor Mock Training Activity
In this assignment, imagine that you are a health educator in-training whose job will involve assessing individuals for STI risk and providing risk reduction counseling. This assignment is set up as a series of mock training activities designed to teach the health educator in-training (you!) all about STI risk assessment and provide an opportunity to practice assessment skills.
Note: This assignment should primarily be focused on STIs other than HIV. HIV will be covered in more detail in another lesson.
Part 1
The first part of the mock training provides health educators with an overview of STIs in their home state. To complete this portion of the training, visit the following websites to review the most common STIs in your state, identify the groups most commonly impacted by STIs, and determine what types of preventive services and programs are offered in your state.
Part 1 Deliverable: 1-2 paragraph(s) written summary addressing the points noted above.
Part 2
The second part of the mock training teaches health educators the assessment process and rationale. To complete this portion of the training, review the Guide for STD/HIV/Hepatitis Integrated Risk Assessment, taking careful note of the risk assessment questions and categories, the rationale for each question, and the appropriate risk reduction strategies and follow-up actions (such as appropriate screenings and/or referrals) based on patient responses.
Part 2 Deliverable: 1-2 paragraph(s) describing your opinion of the main strengths and weaknesses of the Integrated Risk Assessment for identifying STI risks.
Part 3
The third part of the mock training provides health educators with the opportunity to practice explaining the importance of STI assessment to others. To complete this portion of the training, write a short script (1-2 paragraph(s)) to use with individuals who come in for STI screening that explains the purpose and importance of STI screening.
Part 3 Deliverable: 1-2 paragraph(s) “script” explaining the purpose and importance of STI screening.
Part 4
The final part of the mock training is designed to help health educators understand the assessment process from the patient perspective, supporting the development of competence and empathy. To complete this portion of the training, complete the Integrated Risk Assessment yourself and write a brief personal reflection (around 1 page or less) that:
summarizes what you learned about evaluating STI risk,
addresses whether you have any personal risk factors for STI,
identifies appropriate personal risk reduction strategies you can apply now or in the future should your risk factors change, including recommended testing, vaccination, and other referrals, and
describes your personal reactions to completing the assessment, including a reflection on how the process of self-assessment is valuable to becoming a competent and empathetic health educator.
Part 4 Deliverable: Brief personal reflection that addresses items 1 through 4 above. Note:You do not need to submit your completed Risk Assessment, only the personal reflection.
Final Submission: The final submission should combine the deliverables from each part of the assignment into one document, that will be about 2 pages in length
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Review the four scenarios below, select one from the first three, and also complete the fourth one.
Your task is to determine the spatial extent of your domain of interest, explore GIOVANNI to locate appropriate datasets, and use the data that you selected to conduct an analysis that helps you address the issue of interest. If necessary, you may also use surface-based station data (e.g., from the NOAA Climate Data Centre) as part of your analyses. Please note that you are required to use multiple datasets for each scenario.
Submit a brief summary of your analyses (2 to 5 pages) for each scenario and include some graphics that best reflect the analyses that you did.
Scenario 1:
We have experienced some severe droughts in the U.S. Midwest in the recent past. Document the severity of this drought as best as you can by comparing appropriate datasets from recent years to previous years when conditions were wetter.
Scenario 2:
Fires are a major threat to human life, property, and forest ecosystems in many parts of the world. Choose an area where forest fires are rampant and highlight some of the environmental impacts on air quality and land surface conditions (vegetation, soil moisture, soil temperature, etc.).
Scenario 3:
Many parts of the world have recently experienced severe flooding incidents from excessive rainfall. Characterize these rainfall events using appropriate satellite and surface datasets.
Scenario 4:
Select any environmental event in any country outside the USA that you are interested in and highlight specific aspects of that event using appropriate datasets from GIOVANNI
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The student will reply to the threads and the replies must be at least 250 words each. Each reply must incorporate at least one scholarly citation(s) in APA format. Any sources cited must have been published within the last five years. Acceptable sources include the most current sources you can find which likely means the Internet. Make sure to cite all facts in text.
Thread 1
This week we learned about different approaches to resolving a discrepancy when the general 7-step process just isn’t working out. Regardless of which technique one uses for troubleshooting they must first remember defining the problem, gathering information, and performing analysis still take place when using these other methods (Mostia, 2006, p.74). Now lets take a look at the discrepancy.
One afternoon, U.S. Coast Guard (USCG) 6003 came back from an afternoon training flight with a dreaded automatic flight control system (AFCS) discrepancy. In a certain flight regime on this particular helicopter (approach to hover) there would be an intermittent AFCS degraded caution on the Multifunction display (MFD).
The 6003 is an MH-60T helicopter, manufactured by Sikorsky and the AFCS is a very complex system, designed to assist the pilot in maneuvering and handling the helicopter, as well as many other functions. The system is composed of three major subsystem: stability augmentation system (SAS), the stabilator system, and the digital automatic flight control system (DAFCS) (U.S. G.P.O., 2012, p.121). Each subsystem operates independently of the other two subsystems but as a total system, each subsystem complements the others. The MH-60T flight manual states, “The SAS subsystem provides rate damping and short-term dynamic stability in the pitch, roll, yaw, and vertical control axes” (2012, p.131) The stabilator subsystem optimizes trim attitudes for cruise, climb, and autorotation and provides pitch stability augmentation to complement the SAS system for additional redundancy (U.S. G.P.O., 2012, p.129). The DAFCS provides short term dampening (dynamic stability) and maintains desired altitude, speed, and heading (static stability) (U.S. G.P.O., 2012, p.121).The AFCS is made up of multiple control panels, automatic flight control computer (AFCC), trim servos, boost servos, primary servos, stabilator actuators, amplifiers, sensors, potentiometers, and the list goes on and on. To help with narrowing down component issues, the AFCC generates ground bite and flight bite codes to assist in the troubleshooting. While I would love to go into every specific components purpose, we do not have enough time to completely digest the information. I will attach all associated schematics and information to help assist in this particular discrepancy.
As my team and I dove into the discrepancy, we wrote down the associated flight bite codes, and performed a ground bite to get those codes. From there we went into the maintenance manual to which led us to the computer saying we had a bad collective trim servo. So we replaced that and sent the helicopter on its test flight, in which it came back failing the approach to hover check with an intermittent AFCS degraded. This is were I need you, my fellow classmates to help me solve this repeat offender. Thank you in advance for the help.
Thread 2
In this week’s course reading we learned a few new methods to approach troubleshooting. For every trouble shooting situation there can be multiple methos used, it all depends on the mechanic and the type of situation found. I personally like the complex to simple method because it is easy to use and most of the time will help you quickly fine the problem. The textbook describes this system as “Involves finding the simple parts that function to make the whole. Once you find the simplest non-functioning “part,” you can evaluate the non-functioning part or, if necessary, you can start at a simple known good part and “rebuild” the system until you can find the problem”. (Mostia, 2006) As a mechanic when approaching a write up we must think what is the simplest component that may be causing this issue. In most cases the simple fix is relatively cheaper that other parts of the system. We as mechanics must complete our work in a timely manner but with respect to completing the task with safety as the number one priority. The book Aviation Maintenance Management define the word reliability as “The probability that an item will perform a required function, under specified conditions without failure, for a specified amount of time according to its intended design”.(Harry, 2013) When we work on specific components we must make sure that they are reliable to the customer.
For my write up I am going to be using a Mooney M20 with an engine issue as an example. The pilot stated that “The engine was running rough”. To the mechanic this could mean a numerous number of things could be wrong. The pilot could have bad fuel, a dead sparkplug, magnetos of time, and the list goes on. To narrow it down the mechanic take the aircraft out or an operational run. Upon the operational check being completed by the repair station they find the engine to be running completely normal. The lead mechanic gives the pilot a call to receive more information. The pilot then adds “I was coming in on my finial approach when I lost oil pressure, then my engine stuttered for a little bit. Once I was laned the engine stopped running rough”. However, when the mechanic was running the engine the oil pressure was normal. Now the mechanic can see that there is something wrong with the oil system.
The way this oil system works is quite simple. There is an oil pan that holds the excess oil in the bottom of the engine. When the aircraft starts it turns a sump which picks up oil and distributes it throughout the engine for cooling and lubricating purposes. However, this aircraft is equipped with a propeller governor. The oil is also pumped into the accessory case to lubricate the gears that are turning the magnetos, alternator, and more. These types of aircraft use the oil from the sump to control the propeller angle of attack. All the oil once used seeps back to the oil pan to be used again
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You are a Training Specialist hired by Universal Medical Supplies, Inc. This organization has been experiencing low productivity and errors in communication in the workplace. As part of an ongoing professional development series, the Vice President of the Human Resources department has tasked you with creating Critical Thinking training materials. The materials will be presented in many forms and by various means to help improve productivity and communication in the organization.
As part of the company’s training plan, they want to provide articles for the staff on the company’s intranet as required reading prior to other training activities. You will create one of those articles in the form of a blog post. It should provide an overview and give concrete examples of logical fallacies being used in the news and social media.
Instructions
Use online resources to create a blog post that illustrates how logical fallacies and audience manipulation appear in the news and social media. Social media may include sites like Facebook, Twitter, Instagram, and others.
Your blog post should be a minimum of 5 paragraphs that includes the following elements:
An introduction to the topic of logical fallacies.
2 examples of audience manipulation in the news with a clickable link to the articles inserted in the blog post. Explain each fallacy example and how it is being used to manipulate the audience.
2 examples of audience manipulation in social media. Explain each fallacy example and how it is being used to manipulate the audience. The two examples can be from the same or different social media sites. Example: One from Facebook and one from Twitter. Insert a screenshot image of each social media post.
A summarizing paragraph.
References with links to your sources.
Write your blog post in a Word document. Be sure to proofread for grammar and spelling
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1. Four pages 1.5 spaced (5 pages total with bibliography)
2. Follow a writing format (APA or MLA are fine)
3. 1-page Bibliography or Works Cited page(minimum 3 resources)
4. Cover Page not necessary – place title and your name at top of page 1
5. Intro, body, conclusion…
6. Relate your paper to what you have learned in the HCMG Program. If you are currently employed in healthcare, you may also relate it to your job and your company.
7. For the Ritz Carlton Case Study, there are questions posted under course materials to help guide you, in addition to summarizing the case and providing your insights (what would you do similarly, differently, etc…).
Ø Your paper will be submitted for a plagiarism check. Please do not copy another student’s work or copy directly from your sources (internet, journals, etc…).
Ritz Carlson Overview and Questions:
The Ritz case deals with a situation in which a very successful training and hotel opening process are being seriously challenged by a real estate development group or the owners of a new Ritz Carlton facility. Essentially, the case discussion and analysis will examine how a successful service operating system is developed and explore the question of when and how it should be changed.
Specific questions for discussion are as follows:
1. What are the basic characteristics or key principles of the Ritz Carlton business model?
2. What is the essence of the Ritz Carlton experience? What is the Ritz Carlton selling?
3. How does the Ritz create “ladies and gentlemen” in only 7 days? What system and processes produce or contribute to a successful service operating system in just 7 days?
4. Brian Collins, hotel owner, has asked James McBride, Ritz general manager, to lengthen the amount of time spent training hotel employees before the hotel opening. Should McBride lengthen the 7-day countdown? Why or why not? Or, what are the benefits and costs of extending the countdown?
5. Assume Collins prevails; how do you extend training or what changes might be made to accommodate a much faster ramp-up to the 80% occupancy level?
6. Or, is this the time that McBride should consider a total overhaul of the hotel opening process? If yes, what should be changed, and how should he go about doing it? What’s different about experimenting in a service business?
7. Are there any aspects of this case or the hotel service industry that relate back to healthcare or what you have learned in the HCMG program? Please relate any additional thoughts you have regarding this case study and how it relates to the healthcare industry
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Premium papers. We provide the highest quality papers in the writing industry. Our company only employs specialized professional writers who take pride in satisfying the needs of our huge client base by offering them premium writing services The Ritz case deals with a situation in which a very successful training and hotel opening process are being seriously challenged by a real estate development group or the owners of a new Ritz Carlton facility
You are employed by a national recruitment and human resources organisation. The organisation began in 2002, providing staffing solutions for businesses in South Australia. Since inauguration the organisation has continued to grow, opening offices in each state of Australia. Recently, the board of management approved a proposal for the inclusion of a new training arm of the organisation. The training arm will specialise in sales training for people wishing to work in the automotive industry. As a result of inclusion of the new training division, management have given you a brief asking you to: prepare a document introducing the training division and explaining its purpose to the staff in the organisation develop some marketing material that will be used to attract and inform clients—to outline to clients in the automotive industry how the pre-employment training of applicants will be of benefit to them when they are looking to recruit and select new employees. In this section, record yourself for 3-5min explaining how you will prepare for this briefing. Remember to write a script to assist you with your recording. Your script can be completed in bullet points and uploaded into the section provided.
Following from Task 3, you are now required to develop and produce the two documents. Design the products, select the format and style as well as any graphics you will use. Develop appropriate text for each document: Prepare a draft of each document and have it proofed. Keep printed copies of the originals and the proofed documents (with track changes turned on). Draw up a final copy of each document. The first should be ready to send out to personnel in the organisation and the second should be ready to send out to clients. Submit a print version of the final copies, plus the draft and proofed copies, to your assessor. Provide a report describing and explaining the steps taken to plan the documents and ensure that each one meets the brief you have been given. Explain the action you would take to ensure appropriate conservation of resources (the resources used to prepare print and distribute the documents). Explain how and why you chose the design elements you used and why you believe the finished documents are appropriate for purpose and for the audience
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Write a 7–10-page research paper on the topic of performance management and training for an organization of your choice.It is essential for members of management to understand the importance of conducting appraisals because aneffective performance management system is key in improving employee performance, which ultimately adds tothe bottom line of the organization. Failure to communicate performance expectations and achievements meansthat employees might not understand what is expected of them or how they can improve. Additionally, formalperformance management and training is imperative to help protect an organization against legal claims.By successfully completing this assessment, you will demonstrate your proficiency in the following coursecompetencies and assessment criteria:Competency 1: Apply human resource strategies to business needs.Explain how training and performance management protect an organization from possiblelitigation.Competency 2: Analyze core functions of human resource management.Describe the performance management system currently in place.Explain the formal and informal performance feedback processes. Competency 3: Analyze the strategic value of human resource management within a competitive globalbusiness environment.Analyze best practices to improve employee performance.Analyze the importance of training to meet organizational needs and performance goals. Competency 4: Communicate effectively in a scholarly and professional manner.Write in a professional style using APA citations and format with correct grammar, usage, andmechanics.SHOW LESSCompetency MapUse this online tool to track your performance andprogress through your course.CHECK YOURPROGRESSResourcesPerformance Management and TrainingCardy, R. L., & Munjal, D. (2016). Beyond performance ratings: The long road to effective performancemanagement. Industrial and Organizational Psychology, 9(2), 322–328.DetailsAttempt 1AvailableAttempt 2Attempt 3TutorialsSupportLog OutShawn Smith12Grenny, J. (2012). Change anything: The 21st-century approach to performance management andavoiding the willpower trap. Leader to Leader, 2012(63), 26–31.Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Fundamentals of human resourcemanagement (8th ed.). New York, NY: McGraw-Hill. Available in the courseroom via the VitalSourceBookshelf link.Chapter 7, “Training Employees.”Chapter 10, “Managing Employees’ Performance.”Pickett, L. (2015). The benefits of integrated performance management [PDF]. Quality, 54(11), 40–42.Rozillis, S. (2017, September). 9 ways to support and scale employee training with video: Using video inemployee training. Technology Enabled Learning Excellence Essentials.Saha, N., Chatterjee, B., Gregar, A., & Sáha, P. (2016). The impact of SHRM on sustainable organizationallearning and performance development [PDF]. International Journal of Organizational Leadership, 5(1),63–75.Smith, D. (2018, January). What trends are going to shape employee training in 2018? Delivering effectiveemployee training. Training and Development Excellence Essentials.Asssessment InstructionsPreparationResearch the topic of performance management and training for an organization of your choice. Performancemanagement includes the supervision of employees and ongoing goal setting, training, and measurement tomeet individual and organizational objectives. A minimum of five resources are required to support your work.ScenarioChoose an organization to use for this assessment. It can be where you are currently employed or a companywith which you are familiar. It must be an organization that is researchable, as you will need to gather andanalyze information to complete the assessment. You may use the same organization for the otherassessments in this course.If you choose the organization where you are currently employed, please keep in mind that the analyses youmake must be based on facts that can be documented rather than your personal opinion as an employee.Contact your faculty if you have questions. InstructionsWrite a research paper based on your research into the performance management system, which includestraining, of the chosen organization. In your paper:Describe the performance management system currently in place.Explain the formal and informal performance feedback processes.Analyze best practices to improve employee performance.Analyze the importance of training to meet organizational needs and performance goals.What should be considered in designing an effective training program?Explain how training and performance management protect an organization from possible litigation.Note: You must address all the required elements of this assessment. If details for any of the bulleted pointsare unavailable, research the topic and present recommendations you believe would be best for theorganization, along with your supporting rationale.Additional RequirementsTutorialsSupportLog OutShawn Smith12Your assessment should also meet the following requirements:Length: 7–10 typed, double-spaced pages, in addition to a title page and reference page.Written communication:Communicate in a manner that is scholarly and professional. Your writingshould be:Concise and logically organized.Free of errors in grammar and mechanics.Validation and support: Use a minimum of five relevant and credible scholarly or professionalresources such as the Wall Street Journal to support your work. These resources should not include theresources found in the course.APA format: Format all citations and references in accordance with current APA guidelines.How to use the scoring guidePerformance Management and Training Scoring GuideUse the scoring guide to enhance your learning.VIEW SCORINGGUIDEThis button will take you to the next available assessmentattempt tab, where you will be able to submit your assessment
For a company to meet its objectives, stay competitive and retain their best performers, it is important that it has an effective performance management system(Harvard Business Review, 2017). This was the realization at Deloitte, the largest professional services company in the world with regard to revenue and number of employees, when it decided to redesign its performance management system in 2015.The company hence reviewed how it manages the performance of its approximately250,000 worldwide employees by redesigning how it evaluates, trains, promotes, and pays them. This paper describes Deloitte’s performance management system as well as explaining the performance feedback processes. It also analyses the best practices that are aimed at improving performance. Further, the paper analyzes the importance of training in meeting the needs and performance as well as looks at how the training and performance management protects from litigation.
Deloitte’s performance management system
Deloitte aimed at having a “nimbler, real-time and more individualized” (Jogi, 2015) performance management system with a view to focusing on future performance rather than assessing past performance. The system hence got rid of cascading objectives, annual reviews and 360-degree feedback in preference of “speed, agility, one-size-fits-one…constant learning (and) collecting reliable performance data” (Jogi, 2015).
The redesign of the system was informed by the fact that previously, the company spent about 2 million working hours annually on performance management, with most of the time been spent by the leadersdiscussing the outcomes of the process. The company hence shifted the focus of the system from leaders’ talking to themselves to talking to the employees about their performances and careers so as to have a system that addresses the real-time world and that affects actual performance in the moment. The redesign was also informed by the knowledge that “assessing someone’s skills produces inconsistent data” (Jogi, 2015) because of the rater’s perceptions and biases, with the ratings eventually reflecting the rater rather than the employee been rated. Further, empirical study of Deloitte’s high-performing teams found out that members of the best teams felt “that they are called upon to do their best work every day” (Jogi, 2015), findings that were in tune with a previous Gallup study. Consequently, the new performance management system at the company aimed at leveraging the strengths of the employees, having teams with clarity of purpose and expectations, and been able to quickly “collect reliable and differentiated performance data” (Jogi, 2015).
The objectives of Deloitte’s performance management system hence are to recognize performance, clearly see the performance, and fuel the performance. Recognizing the performance involves considering talent-related by determining the extent to which project managers would want an employee in their team and the extent they would recommend higher compensation. There are plotted in a chart that can easily determine the variations among the employees so as to fairly allocate pay. The consequent data “supports objectivity in annual executive discussions about advancement” (Jogi, 2015). The data would also be usedto help low performers recover be to through coaching or new responsibilities.
In the second objective of clearly seeing the performance, Deloitte got rid of 360-degree feedback in preference of feedback from the individual team leader so as to overcome idiosyncratic rater effect. Further, rather than ask the team leader to rate the skills of the employee which may lead to bias and inconsistencies, the team leader is as……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..
What can be done long before the trainee attends training to ensure that the trainee will be motivated to learn? How would you present training material in a manner that facilitates retention? To help ensure transfer of training, what would you do outside the training itself? Who would you involve and how? What would you do about the organizational structure/environment?
Training of an organization’s workersat all levels, from those joining an organization to the managers, is very important. Among other things, training enhances efficiency, improved ROI and job satisfaction in an organization.
Motivating trainee before training
Before training, determine the needs of the trainees. Communicate with them and their supervisors to know their duties and responsibilities, level of previous training and their expectations.
The trainee should be sold on the mission, vision and objectives of the organization so as to appreciate their personal and collective contribution. They should appreciate the importance of further trainingfor personal and organizational growth.
The training session needs to closely relate to previous knowledge and experiences. It should be a feedback mechanism, with objectives and measurable outcomes, for improvement of the trainee and the organization.
Presenting training material for retention
Training material should be presented in a logically sequential manner from the known to the unknown.Distributing handouts(e.g. training manuals and bibliographies) encourage trainees to refer to them during training sessions and later at their work environments.
Usingmultimedia that stimulatesthe various senses i.e. hear, see, touch, smell and taste. The more senses the trainee engages during the training session, the better the retention. Integration of the multimedia simplifies concepts to understandable chunks.
Engage trainees in creating and presenting the training material. The material willhence reflect real-life situations; applicability that enhances retention rate.
Present evaluation material to trainees immediately after training. The trainees reflect on what they have learnt from the training and will easily remember it in the future.
Transfer of training
Understanding organization’s vision, structure and culture are crucial for transfer of training. This involves employees from all levels of organization’s structureso as to tailor the training to the organization’s requirements.
Involve trainees, trainers, supervisors and employees in observing behavior change among trainees and the organization’s culture. This includes monitoring performance of individuals and the organization in areas related to the training.
Involve supervisor in ensuring the employees apply what is learnt. By availing the trainees opportunities, they become a benchmark for organization’s expectations.
Share an application plan with supervisors and managers, encouraging tolerance for alearning curve that will lead to finesse in the entire organization’s structure.
Reward trainees and other employees who excel as a result of the training through promotion, awards, encouragement, etc. This will encourage a best-standard practice.
Encourage follow-up training sessions for trainee and other employees. The trainees can also train other employees in the organization, sharing thehandouts.
Trainees can be encouraged to form communities, whether physical or online. These communities offer support and encouragement.
References
Broad, M. L. (2005). Beyond Transfer of Training: Engaging Systems to Improve Performance. New Jersey: Wiley.
Carnes, B. (2010).Making Learning Stick: 20 Easy and Effective Techniques that Transfer Training. Alexandria: American Society for Training & Development.
Chan, J. F. (2009). Training Fundamentals: Pfeiffer Essential Guides to Training Basics. New Jersey: Wiley.
Meier, D. (2000). The Accelerated Learning Handbook: A Creative Guide to Designing and Delivering Faster, More Effective Training Programs. New York: McGraw-Hill.
You will use the organization selected in Unit 1 to continue your paper on developing training program. This week’s focus is on the needs assessment phase, using task analysis, of the training program. You will be using Figure 4-1 on page 108 as a map for your course project and Unit 2. During the next several weeks, you will be designing a training program. This project will develop during the course with a section on needs assessment, a section on design, a section on implementation, and a section on evaluation. The result will be a complete training program for an organization. You will be using Figure 4-1 on page 108 as a map for our course project. In Unit 1, you will identify the organization you will use for the course project. You will also identify the organization’s competitive advantage, business strategy, and business need. These will be an important frame for the development of your training program. You will want to make sure that your training program addresses the business need. In Unit 2, you will take the next step in the development of your training program by completing a needs assessment using a task analysis. In Unit 3, you will continue the development of training program by adding a section on designing the program using a live instructor led method.
When applicable, you can use material from the U1 and 2 Worksheet. You can also change your U1 and 2 Worksheet responses for U3 to improve them.
Unit 3 Task Analysis Worksheet
NAME: Mary Smith
DATE: XXXXX
Organization
The organization is South County Mental Health Center
Program Title
The title of the training program is, “How to comply with laws and regulations.”
Business Strategy (FOCUS: one sentence- generating revenue, containing expenses, complying with regulations)
The business strategy for South County Mental Health Center is complying with regulations
Business Need – WHAT (FOCUS: one sentence stating what the organization needs to do to accomplish that business strategy)
In order to comply with regulations, South County Mental Health Center must hire staff that are skilled, complaint with the organization, state and federal policies. This include having special licenses if the position they are seeking requires the holder to have it.
Business Need – HOW (Explain how this business need accomplishes the Business Need – WHAT? Who gets trained and what training is required?)
To accomplish the business needs, South County Mental Health Center must ensure that the staff involved in daily operations are competent and skilled. Since the organization handles mental ill individuals, it is imperative for the staff to have special care and attention. This can be achieved through staff onboarding and orientation program.
Transfer of Training – Near or Far and Why
The training will use far transfer of training because the trainees are in different stages of personal and career development. Also, the application of the skills and competency will vary depending with area of specialty and position a staff hold in the organization.
Transfer of Training – What Transfer of Training principleswill you use in your lesson plan to address your Near or Far Transfer of Trainingand how? (pages 79 – 83) The transfer of training will use identical elements, general principles, stimulus variability and support in the work place. The use of identical element is very important when transferring skills and competency from experienced staff to newly hired staff. The identical element will give the trainees the opportunity…………………………………………………………………………………………………
The Training Top 125 for 2016 For the past 16 years, Training magazine has ranked organizations based on their employer-sponsored training and development programs. The list below contains the top five organizations for 2016.
Company 2016 Rank 2015 Rank Other Recognition by Training Magazine Jiffy Lube International 1 2 Keller Williams Realty Inc. 2 1 Outstanding Training Initiative CHG Healthcare Services 3 4 Capital BlueCross 4 3 Blue Cross Blue Shield of Michigan 5 5
Details about the selection process and about all 125 organizations ranked by Training can be found at the magazine’s website:
You should also browse the trainingmag.com website for additional articles related to the Top 125 list. The January/February 2016 issue contains a wealth of information. Since the top five companies in 2016 were also the top five companies in 2015, you should browse the trainingmag.com website for earlier articles about the company you choose to explore.
YOUR ASSIGNMENT
Choose one of Training magazine’s top five organizations and investigate the organization’s strategic training and development initiatives. -JIFFY LUBE INTERNATIONAL Visit the organization’s web site for business information (hint: look at the organization’s annual report for information about financial expenditures, company priorities, and competition) and use the UMUC library to conduct a search for references to the organization. Don’t forget to look for YouTube videos by or about the organization.
Prepare a 3-5 page report based on your research. Using the criteria Training uses to rank organizations as well as from your own research, prepare a 3-5 page report about strategic training and development in your chosen organization. Your report should include, but is not limited to, the following elements:
1. A description of the organization and its major products and/or services (a brief description — no more than two or three paragraphs). Try to find information about the organization’s mission and/or goals and how its training function is organized. The organization’s website and its annual report, particularly the letter to shareholders at the beginning of the annual report, are good sources of information. Be sure to cite the specific web page where you found information used in your report.
2. An assessment of the characteristics of the organization that help it excel in training and development. Include factors such as (but not limited to) the total budget for or amount of money spent on training and development; the level of employee involvement in training and development activities; the type(s) of training and development opportunities offered; the organization’s investment in and/or use of technology for training; and the availability of benefits such as tuition assistance.
3. An assessment of how the TD function operates in the organization. How is the TD function organized? For a description of three training organizational models, read http://www.trainingindustry.com/wiki/entries/organizational-models-in-training.aspx. Does the organization use training needs analyses (TNAs) to identify performance gaps or the need for new skills to support business strategies and initiatives? Does the organization employ the ADDIE, RID, or Agile approaches to design training? Do the TD professionals in the organization display any of the competencies described in the ATD competency model mentioned in the Week 1 lecture?
Support your opinions and statements with a minimum of four references from sources published within the last ten years. You can cite scholarly and practitioner-oriented journals, course materials, newspaper articles, YouTube videos by or about the organization, the organization’s annual report, and the organization’s web site, but not Wikipedia, vendor websites, or other non-academic sources. The UMUC library can help you identify appropriate sources.
Use APA format for citations, references, and quotations. This means your list of references should start on a separate page, and should be double spaced, with a hanging indent and no spaces between entries. For help with APA format, please consult the Writing Resources module in the Course Resources section of our classroom.
Strategic Training and Development Report: Jiffy Lube International
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Strategic Training and Development Report: Jiffy Lube International
Brief Company Description
Founded in 1979 and based in Houston, Texas, Jiffy Lube Company operates as a subsidiary of Shell Oil Company providing automobile preventive maintenance services (Jiffy Lube® International, 2017). The company operates more than 2,000 franchised and company owned services centers across North America. The Jiffy Lube range of services include air filtration, oil change, air conditioning, battery maintenance and replacement, suspension services, alignment, windshield, inspection, emission, tire rotation services, emissions and inspection, fuel cleaning system, drive-train, cooling system, brake, and engine and fuel system. In addition, the company provides fleet services, gifts and credit cards to its customers.
Organization Mission and How Training is Organized
The mission of Jiffy Lube is to be the best preventive maintenance providers for the long haul, providing best care and working with customers……………………..……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….
