read the Example Departmental Strategic Plan for a 'Training and Development' department within a community college that is posted in this week's Weekly Module folder (Discussion Case Study - OLED Dept Plan.docx).

Discuss how 'eHRM context' (see pp. 319-326) were addressed in this plan and how they could have been addressed more effectively.

Reference

Johnson, Carlson, & Kavanagh (2020). Human resource information systems: Basics, applications, and future directions. (5 th Ed.). Sage publications.

2010-2011 Department Strategic Plan Five-Year Department Outlook: Department Name: The vision of our department is to enhance learning and performance at GRCC - person by person, Organizational Learning and Employee Development department by department, and campus by campus. We will broaden the range of learning opportunities by leveraging technology to create just-in-time training and we will embed learning within the context Mission/Purpose Statement: of work done at GRCC. Organizational Learning and Employee Development facilitates continuous improvement at GRCC by supporting professional development, promoting employee enrichment, and enhancing work-group A key to achieving embedded learning will be to provide greater integration between the performance ffectiveness. management system at GRCC and the employee learning system. We will develop a common language that aligns performance management processes and the learning opportunities delivered through Services Provided: Organizational Learning and Employee Development. We will also incorporate data obtained from Supporting Professional Development performance management and strategic planning into developing the learning opportunities that are offered New Employee On-boarding: Introducing GRCC's work culture, and operations to new employees (e.g., on-boarding training, mentor-pairing, meet-and-greets) The relevance of training will be enhanced by working closely with key partners, including Human Work Competencies: Promoting behaviors that enhance workplace effectiveness (e.g., Resources, IT, Institutional Research and Planning, Accounting and Budget Services, Facilities, and managing meetings, customer service, email etiquette Risk Management. Our goal is to maintain strong connections with key partners in order to proactively Technology: Developing skills to use various technologies (e.g., GroupWise, MS Office, and provide learning opportunities that enhance the utilization of our systems and resources. We will also deliver training to intact work groups to further reinforce the transfer of learning to work activities. new technology roll-outs, such as the website content management system Social Skills: Enhancing competencies to form and maintain effective relationships at work While we have begun providing online training, more efforts to enhance the utilization of these (e.A., self-awareness, conflict resolution, communication skills) resources must be undertaken. This will involve increased communication of these resources and direct Institutional Functioning. Promoting knowledge of GRCC-specific work processes (e.g. facilitation of the use of these resources. Evaluation and continuous improvement of online training employee contracts, performance reviews) resources also must continue. Compliance Training: Ensuring training is conducted in areas mandated by law or associated with risks of litigation (e.g., blood borne pathogens, sexual harassment Distributing the expertise and knowledge that exists at GRCC is a critical activity. Audio/visual Leadership Development. Promoting individual leadership skills and promoting a network of technologies and internet communication resources provide an effective means for capturing and leaders (e.g., leadership coaching, training for emerging leaders) disseminating important organizational knowledge. The Voluntary Early Retirement Program and Logistical Support for Employee Development: Performing administrative functions for under-utilization of many key resources makes this knowledge management function critical to GRCC's employee training (e.g., registration, evaluation, PeopleSoft Enterprise Learning maintenance) pursuit of excellence Promoting Employee Enrichment The holistic nature of our offerings will be sustained and enhanced. Employee wellness programs promote employee engagement and reduce costs associated with health care. We will continue to Rewards and Recognition: Managing employee appreciation programs (e.g., GRCC Spirit enhance the social elements of wellness and continually evaluate the program effectiveness to maximize Award, Raider Salute, Retirement and Service Recognition) the value of these programs. Rewards and recognition programs are a critical element to GRCC's Wellness: Providing wellness education and activities for GRCC employees (e.g., Move It or journey to becoming a 'College of Distinction'. We will continue to implement traditional formal Lose It, Tobacco Free, weight management programs, stress management training) recognition programs, mitiate new formal recognition programs (e.g., for innovation), and promote Personal Enrichment. Offering and supporting programs and activities that enrich the personal informal recognition practices. lives of GRCC employees (e.g., Girls Night Out, Holiday Movie Event, Chili Cook-off) A number of changes will occur over the next five years. Our name is changing from the Learning Coordinating Special Events: Planning and coordinating campus-wide employee events (e.g., Academy for Faculty and Staff to Organizational Learning and Employee Development. We will no Opening Days, Learning Days, Holiday Breakfast) longer be providing logistic support for faculty development; however, we will help ISIS through the Enhancing Work-Group Effectiveness transition of taking on this responsibility and work on developing parallel systems that are administered separately. Liz Timmer will be retiring in the summer of 2011 and her 30+ years of experience at GRCC Tailored Training Events: Implementing training at the request of specific GRCC departments will be greatly missed. (e.q., coping with restructuring, contract and policy knowledge) Team Building: Facilitating interventions designed to enhance work-group functioning (e-g., team role analysis, group goal setting, real-time survey feedback) One-on-One Training and Coaching: Assisting individual employees with achieving development goals (e.g., technology skills, leadership skills, managing organizational change) 22010-2011 Department Strategic Plan Five-Year Department Outlook: Department Name: The vision of our department is to enhance learning and performance at GRCC - person by person, Organizational Learning and Employee Development department by department, and campus by campus. We will broaden the range of learning opportunities by leveraging technology to create just-in-time training and we will embed learning within the context Mission/Purpose Statement: of work done at GRCC. Organizational Learning and Employee Development facilitates continuous improvement at GRCC by supporting professional development, promoting employee enrichment, and enhancing work-group A key to achieving embedded learning will be to provide greater integration between the performance effectiveness management system at GRCC and the employee learning system. We will develop a common language that aligns performance management processes and the learning opportunities delivered through Services Provided: Organizational Learning and Employee Development. We will also incorporate data obtained from Supporting Professional Development performance management and strategic planning into developing the learning opportunities that are offered. . New Employee On-boarding. Introducing GRCC's work culture, and operations to new employees (e.g., on-boarding traming, mentor-pairing, meet-and-greets) The relevance of training will be enhanced by working closely with key partners, including Human Work Competencies: Promoting behaviors that enhance workplace effectiveness (e.g., Resources, IT, Institutional Research and Planning, Accounting and Budget Services, Facilities, and managing meetings, customer service, email etiquette) Risk Management. Our goal is to maintain strong connections with key partners in order to proactively Technology: Developing skills to use various technologies (e.g., GroupWise, MS Office, and provide learning opportunities that enhance the utilization of our systems and resources. We will also deliver training to intact work groups to further reinforce the transfer of learning to work activities. new technology roll-outs, such as the website content management system) Social Skills: Enhancing competencies to form and maintain effective relationships at work While we have begun providing online training, more efforts to enhance the utilization of these (e.g., self-awareness, conflict resolution, communication skills) resources must be undertaken. This will involve increased communication of these resources and direct Institutional Functioning. Promoting knowledge of GRCC-specific work processes (e.g., facilitation of the use of these resources. Evaluation and continuous improvement of online training employee contracts, performance reviews) resources also must continue. Compliance Training: Ensuring training is conducted in areas mandated by law or associated with risks of litigation (e.g., blood borne pathogens, sexual harassment) Distributing the expertise and knowledge that exists at GRCC is a critical activity. Audio/visual Leadership Development. Promoting individual leadership skills and promoting a network of technologies and internet communication resources provide an effective means for capturing and leaders (e.g., leadership coaching, training for emerging leaders) disseminating important organizational knowledge. The Voluntary Early Retirement Program and Logistical Support for Employee Development: Performing administrative functions for under-utilization of many key resources makes this knowledge management function critical to GRCC's employee training (e.g., registration, evaluation, PeopleSoft Enterprise Learning maintenance) pursuit of excellence. Promoting Employee Enrichment The holistic nature of our offerings will be sustained and enhanced. Employee wellness programs promote employee engagement and reduce costs associated with health care. We will continue to Rewards and Recognition: Managing employee appreciation programs (e-g., GRCC Spirit enhance the social elements of wellness and continually evaluate the program effectiveness to maximize Award, Raider Salute, Retirement and Service Recognition) the value of these programs. Rewards and recognition programs are a critical element to GRCC's Wellness: Providing wellness education and activities for GRCC employees (e.g., Move It or journey to becoming a 'College of Distinction'. We will continue to implement traditional formal Lose It, Tobacco Free, weight management programs, stress management traming) recognition programs, initiate new formal recognition programs (e.g., for innovation), and promote Personal Enrichment. Offering and supporting programs and activities that enrich the personal informal recognition practices. lives of GRCC employees (e.g., Girls Night Out, Holiday Movie Event, Chili Cook-off) A number of changes will occur over the next five years. Our name is changing from the Learning Coordinating Special Events: Planning and coordinating campus-wide employee events (e-g. Academy for Faculty and Staff to Organizational Learning and Employee Development. We will no Opening Days, Learning Days, Holiday Breakfast) longer be providing logistic support for faculty development; however, we will help ISIS through the Enhancing Work-Group Effectiveness transition of taking on this responsibility and work on developing parallel systems that are administered separately. Liz Timmer will be retiring in the summer of 2011 and her 30+ years of experience at GRCC Tailored Training Events: Implementing training at the request of specific GRCC departments will be greatly missed. (e.g., coping with restructuring, contract and policy knowledge) Team Building: Facilitating interventions designed to enhance work-group functioning (e.g.; team role analysis, group goal setting, real-time survey feedback) One-on-One Training and Coaching: Assisting individual employees with achieving development goals (e-g., technology skills, leadership skills, managing organizational change) 2Critical Issues for 2010-2011: Ideally, we would like to have training facilities that included the following features: Communicating our New Identity within the College 1. Offices that allowed us to meet comfortably with our colleagues and store the resources we need to complete our work (book shelf, file cabinet, work station). We also need Our name and location change necessitates a deliberate message to establish our new identity within office space for 2 student workers and a part-time website programmer. the college. Communication is crucial to dealing with this change. Our new web site will be one means of communicating this new identity. GRCC Today is another means. However, direct 2. Common work space that included file cabinets (2 - 4-drawer lateral files), supply communication with individuals and departments at GRCC will likely be the best way to convey our cabinet, photocopier, bookshelves (2), and table for sorting, collating, and other office new identity and purpose. functions. Developing New Systems for Managing Training Logistics 3. Storage food service area that had cabinets for program-related supplies (e-g-, We need to work with ISIS and the Diversity Learning Center on developing systems of scheduling, recognition, wellness, new employee on-boarding), a refrigerator, a sink with running registering, documenting, and evaluating training. Although these systems would be administered water, and counter space separately, the goal would be to use parallel systems that meet all of our needs. Also, developing better connections to performance management and strategic planning processes will provide us with 4. Training room suited for learning opportunities associated with people skills (seating 20- data about the work demands individuals and departments face. Data from the compensation study 25). This room would include modular furniture and multi-media resources (projector and would also be useful. Communicating with key constituents is necessary, including establishing an screen, podium with computer, DVD/VCR, white boards). advisory board that is aligned with our new identity and purpose. 5. Training room suited for learning opportunities associated with technology (seating 20- Technology-related Issues 25). This room would include workstations for participants and multi-media resources We face a number of technology-related challenges within our department that need to be resolved. (projector and screen, podium with computer, DVD/VCR, white boards). The tracking of training is done through our website and PeopleSoft. This system has not worked well with all of the learning opportunities we offer - for example, compliance training during 6. A conference room suitable for meetings with 10-12 participants including a conference table, chairs, and whiteboards. employee on-boarding. We will be partnering with ISIS to develop tracking systems for traming that we will administer separately but that will be parallel in functioning. Our part-time website programmer will also be spending half his time working with ISIS, thus we may have to develop 7. A small computer lab with two work stations to accommodate laboratory-type training on software, such as PeopleSoft, ImageNow, and Rhythmyx. more competency for managing of website within our other staff members. Department of Distinction Budget-related Issues We are making budget-transfers to ISIS for accounts related to faculty development and What does "being distinctive" mean in the context of your department? miscellaneous operations. Thus, we will be working with a reduced budget and will have to consider Being a distinctive department of Organizational Learning and Employee Development means: how we allocate the funds we are provided. 1. Adopting a holistic approach to employee and organization development through a Physical Space Analysis: systems-approach that considers multiple-factors and how they impact adaptation and At the time of writing this plan, we are preparing to move from our offices on the 3"d floor of the learning. Main Building to offices on the 4" floor of College Park Plaza. There has been some discussion of 2. Aligning Employee Development with Performance Management and Strategic Planning another move to the Fulton Street campus however there has not been any official communication of this decision. We hope that any decision to move our department to the Fulton Street campus will processes in the college to maximize the relevance of learning opportunities. involve the consideration of the people who use our services and their needs for an accessible and 3. Designing learning opportunities in accordance with adult learning principles and functional training environment. learning styles. This includes interactive learning that promotes the use of job-related We are facing more challenging circumstances for managing the physical space in which training skills and dialogue that results in learning that is shared across the college. and development occurs. In the past, our offices were adjacent to the rooms where training was held. This will not be the case when our offices are in College Park Plaza. Preparing the physical space for 4. Developing effective training materials that specify learning objectives, organize learning training involves positioning the configuration of tables and chairs, preparing technology for events (in terms of time, content covered, learning activities), and extend the learning presenters and learners, and arranging refreshment (e.g., coffee, water, etc.) and this will require experience (e.g., handouts, work aids, social reinforcement). more time and forethought now that we are not adjacent to the training space. 3Critical Issues for 2010-2011: Ideally, we would like to have training facilities that included the following features: Communicating our New Identity within the College 1. Offices that allowed us to meet comfortably with our colleagues and store the resources we need to complete our work (book shelf, file cabinet, work station). We also need Our name and location change necessitates a deliberate message to establish our new identity within office space for 2 student workers and a part-time website programmer. the college. Communication is crucial to dealing with this change. Our new web site will be one means of communicating this new identity. GRCC Today is another means. However, direct 2. Common work space that included file cabinets (2 - 4-drawer lateral files), supply communication with individuals and departments at GRCC will likely be the best way to convey our cabinet, photocopier, bookshelves (2), and table for sorting, collating, and other office new identity and purpose. functions Developing New Systems for Managing Training Logistics 3. Storage food service area that had cabinets for program-related supplies (e-g-, We need to work with ISIS and the Diversity Learning Center on developing systems of scheduling, recognition, wellness, new employee on-boarding), a refrigerator, a sink with running registering, documenting, and evaluating training. Although these systems would be administered water, and counter space separately, the goal would be to use parallel systems that meet all of our needs. Also, developing better connections to performance management and strategic planning processes will provide us with 4. Training room suited for learning opportunities associated with people skills (seating 20- data about the work demands individuals and departments face. Data from the compensation study 25). This room would include modular furniture and multi-media resources (projector and would also be useful. Communicating with key constituents is necessary, including establishing an screen, podium with computer, DVD/VCR, white boards). advisory board that is aligned with our new identity and purpose. 5. Training room suited for learning opportunities associated with technology (seating 20- Technology-related Issues 25). This room would include workstations for participants and multi-media resources We face a number of technology-related challenges within our department that need to be resolved. (projector and screen, podium with computer, DVD/VCR, white boards) The tracking of training is done through our website and PeopleSoft. This system has not worked 6. A conference room suitable for meetings with 10-12 participants including a conference well with all of the learning opportunities we offer - for example, compliance training during table, chairs, and whiteboards. employee on-boarding. We will be partnering with ISIS to develop tracking systems for training that we will administer separately but that will be parallel in functioning. Our part-time website programmer will also be spending half his time working with ISIS, thus we may have to develop 7. A small computer lab with two work stations to accommodate laboratory-type training on more competency for managing of website within our other staff members software, such as PeopleSoft, ImageNow, and Rhythmyx. Department of Distinction Budget-related Issues We are making budget-transfers to ISIS for accounts related to faculty development and What does "being distinctive" mean in the context of your department? miscellaneous operations. Thus, we will be working with a reduced budget and will have to consider Being a distinctive department of Organizational Learning and Employee Development means: how we allocate the funds we are provided. 1. Adopting a holistic approach to employee and organization development through a Physical Space Analysis: systems-approach that considers multiple-factors and how they impact adaptation and At the time of writing this plan, we are preparing to move from our offices on the 3" floor of the learning. Main Building to offices on the 4" floor of College Park Plaza. There has been some discussion of 2. Aligning Employee Development with Performance Management and Strategic Planning another move to the Fulton Street campus however there has not been any official communication of this decision. We hope that any decision to move our department to the Fulton Street campus will processes in the college to maximize the relevance of learning opportunities. involve the consideration of the people who use our services and their needs for an accessible and 3. Designing learning opportunities in accordance with adult learning principles and functional training environment. learning styles. This includes interactive learning that promotes the use of job-related We are facing more challenging circumstances for managing the physical space in which training skills and dialogue that results in learning that is shared across the college. and development occurs. In the past, our offices were adjacent to the rooms where training was held. This will not be the case when our offices are in College Park Plaza. Preparing the physical space for 4. Developing effective training materials that specify learning objectives, organize learning training involves positioning the configuration of tables and chairs, preparing technology for events (in terms of time, content covered, learning activities), and extend the learning presenters and learners, and arranging refreshment (e.g., coffee, water, etc.) and this will require experience (e.g., handouts, work aids, social reinforcement). more time and forethought now that we are not adjacent to the training space.5. Utilizing technology to broaden opportunities for learning, including learning intend management systems (e.g., Blackboard), multi-media systems (e.g., Camtasia), internet content management systems (e.g., Rhythmyx), and social network media. 6. We currently evaluate participant reactions to training and conduct a six-week follow-up on the application of training. We have also begun to evaluate the impact of wellness 6. Evaluating learning opportunities on multiple dimensions, including: participants' programs via a pre-test, post-test assessment process. To be truly distinctive, we need to reactions (e.g., satisfaction with training), knowledge (e.g., leaming content associated add more assessment of knowledge and evaluate how training affects individual and with the training), and behavior (e.g., work-related performance associated with the organizational performance training). 7. The personnel that we employee makes us truly distinctive. Steve Wagner (Executive 7. Employing highly-qualified personnel that make use of best practices in the fields of Director of Organizational Learning) has a Ph.D. in industrial organizational psychology human resource development and organization development. and over ten years of experience in this field. This background allows him to apply best practices in employee development and organization development at GRCC. Liz Timmer 8. Engaging people and groups, both internal and external to the college, who can contribute (Coordinator) has 30+ years of experience at GRCC, much of that in a human resources to the process of organizational learning. development. She maintains innumerable connections within the college, helped develop and execute our training systems, and leads many of the functions that allow us to be Is your department currently distinctive? Why or why not? What evidence do you have or should holistic in our approach (e.g., wellness, rewards and recognition, personal enrichment). you be collecting to show you are (or are becoming) distinctive? MaryBeth VanTill (Staff Facilitator) has 18 years of experience in human resources In many ways our department is distinctive; however, there are a number of things we could do to development and possesses the versatility to train people in topics ranging from become more distinctive. Using the model of distinction presented above, our current state of technology to people skills. Her certification in DiSC and StrengthsFinder allows GRCC distinction and evidence for it includes: to effectively utilize state-of-the-art approaches to employee development. Pam DeGryse (Support Professional) has 29+ years of experience at GRCC, much of that working in 1. We do take a holistic approach to employee and organization development by addressing faculty and staff development. Her understanding of the college, including its systems people skills, technology skills, wellness, rewards and recognition, and personal and people, enhances our ability to provide relevant and effective learning opportunities. enrichment. This makes us truly distinctive from human resource development departments in many institutions that often only address people skills. We need to 8. We are currently working closely with important stakeholders at GRCC. We could enhance our assessment of these programs, analyze their impact on the college, and improve our internal engagement of stakeholders by activating an advisory committee communicate our findings. that is aligned with our department's purpose. Our staff also belongs to important external organizations that provide us information about best practices (including 2. Although we have a system of training needs analysis associated with performance American Society of Training and Development, Recognition Professionals International, management (i.e., Learning Plans) and connection to the Strategic Planning process, in Society for Industrial and Organizational Psychology). We should become more involved order to become truly distinctive we need to utilize data from the college (e.A., with the regional chapter of American Society for Training and Development to position performance evaluations, department plans, compensation study data) more ourselves as a department that is truly distinctive. systematically in the planning of the learning opportunities that we offer. What initial steps would you need to take to become distinctive? (or more distinctive if you already are). 3. Our current programming does reflect principles of adult learning and learning styles. To 1. Develop greater integration between the performance management process at GRCC and be truly distinctive, we could develop a planning auditing process that more thoroughly the learning opportunities we provide assessed adult learning principles and learning styles. 2. Work with ISIS and the Diversity Learning Center to develop parallel systems for 4. Although we develop high-quality materials for our learning opportunities, to be truly training administration (scheduling, registration, documentation, evaluation) that serve all distinctive we should enhance documentation of the organization of learning our needs and will be administered separately. This may involve better utilization of the opportunities so that these materials could be more easily utilized by other trainers. PeopleSoft Enterprise Learning module. 5. We do utilize Blackboard and Camtasia in our learning opportunities; however, to be 3. Enhance the process of developing our training materials to explicitly assess the use of truly distinctive we need to use these resources more often and promote the use of these adult learning principles and learning styles. resources in the population that we train. Usage of these resources in learning opportunities will help us gauge whether we are becoming truly distinctive. We also need 4. Improve training materials by more explicitly documenting details of delivering the to continue monitoring usage of our website to determine whether it is being used as we training (agendas with time spent on each segment, speaking notes, handouts, etc) in5. Utilizing technology to broaden opportunities for learning, including learning intend. management systems (e.g., Blackboard), multi-media systems (e.g., Camtasia), internet content management systems (e.g., Rhythmyx), and social network media. 6. We currently evaluate participant reactions to training and conduct a six-week follow-up on the application of training. We have also begun to evaluate the impact of wellness 6. Evaluating learning opportunities on multiple dimensions, including: participants' programs via a pre-test, post-test assessment process. To be truly distinctive, we need to reactions (e.g., satisfaction with training), knowledge (e.g., learning content associated add more assessment of knowledge and evaluate how training affects individual and with the training), and behavior (e.g., work-related performance associated with the organizational performance. training). 7. The personnel that we employee makes us truly distinctive. Steve Wagner (Executive 7. Employing highly-qualified personnel that make use of best practices in the fields of Director of Organizational Learning) has a Ph.D. in industrial/organizational psychology human resource development and organization development. and over ten years of experience in this field. This background allows him to apply best practices in employee development and organization development at GRCC. Liz Timmer 8. Engaging people and groups, both internal and external to the college, who can contribute (Coordinator) has 30+ years of experience at GRCC, much of that in a human resources to the process of organizational learning. development. She maintains innumerable connections within the college, helped develop and execute our training systems, and leads many of the functions that allow us to be Is your department currently distinctive? Why or why not? What evidence do you have or should holistic in our approach (e.g., wellness, rewards and recognition, personal enrichment). you be collecting to show you are (or are becoming) distinctive? MaryBeth VanTill (Staff Facilitator) has 18 years of experience in human resources In many ways our department is distinctive; however, there are a number of things we could do to development and possesses the versatility to train people in topics ranging from become more distinctive. Using the model of distinction presented above, our current state of technology to people skills. Her certification in DiSC and StrengthsFinder allows GRCC distinction and evidence for it includes: to effectively utilize state-of-the-art approaches to employee development. Pam DeGryse Support Professional) has 29+ years of experience at GRCC, much of that working in 1. We do take a holistic approach to employee and organization development by addressing faculty and staff development. Her understanding of the college, including its systems people skills, technology skills, wellness, rewards and recognition, and personal and people, enhances our ability to provide relevant and effective learning opportunities. enrichment. This makes us truly distinctive from human resource development departments in many institutions that often only address people skills. We need to 8. We are currently working closely with important stakeholders at GRCC. We could enhance our assessment of these programs, analyze their impact on the college, and improve our internal engagement of stakeholders by activating an advisory committee communicate our findings. that is aligned with our department's purpose. Our staff also belongs to important external organizations that provide us information about best practices (including 2. Although we have a system of training needs analysis associated with performance American Society of Training and Development, Recognition Professionals International, management (Le., Learning Plans) and connection to the Strategic Planning process, in Society for Industrial and Organizational Psychology). We should become more involved order to become truly distinctive we need to utilize data from the college (e.A., with the regional chapter of American Society for Training and Development to position performance evaluations, department plans, compensation study data) more ourselves as a department that is truly distinctive. systematically in the planning of the learning opportunities that we offer. What initial steps would you need to take to become distinctive? (or more distinctive if you already are). Our current programming does reflect principles of adult learning and learning styles. To 1. Develop greater integration between the performance management process at GRCC and be truly distinctive, we could develop a planning auditing process that more thoroughly the learning opportunities we provide. assessed adult learning principles and learning styles. 2. Work with ISIS and the Diversity Learning Center to develop parallel systems for 4. Although we develop high-quality materials for our learning opportunities, to be truly training administration (scheduling, registration, documentation, evaluation) that serve all distinctive we should enhance documentation of the organization of learning our needs and will be administered separately. This may involve better utilization of the opportunities so that these materials could be more easily utilized by other trainers. PeopleSoft Enterprise Learning module. 5. We do utilize Blackboard and Camtasia in our learning opportunities; however, to be 3. Enhance the process of developing our training materials to explicitly assess the use of truly distinctive we need to use these resources more often and promote the use of these adult learning principles and learning styles. resources in the population that we train. Usage of these resources in learning opportunities will help us gauge whether we are becoming truly distinctive. We also need 4. Improve training materials by more explicitly documenting details of delivering the to continue monitoring usage of our website to determine whether it is being used as we training (agendas with time spent on each segment, speaking notes, handouts, etc) inorder to facilitate the use of these materials by different trainers. Department Action Project #1 5. Enhance communication of our online training resources and develop systems that A. Title: Integrating GRCC's Performance Management Systems with Employee Development facilitate the use of these resources. Systems 6. Form an advisory team that is aligned with our department's new purpose. B. Goal: Our goal is to directly connect the Employee Performance Evaluations Discussions and Employee Development. This would involve establishing a common language (i.e., behavioral 7. Document the processes used by Liz Timmer to prepare for her retirement. competencies) for describing job performance and organizing learning opportunities. Utilizing data from the compensation study for planning learning opportunities would also be beneficial. 8. Increase our involvement with the regional group of American Society for Training and Resulting learning opportunities will be more relevant to the work of employees and the Development expectations of supervisors. Tracking data on the impact of Employee Development on Employee Performance is a necessary outcome of this project. C. New or continuing project: New. D. GRCC Strategic Goal Objective: Goal #3 - GRCC is a preferred employer of choice where people are passionate about their work. Objective 3.3 - Create systems to support a culture of accountability and continuous learning. E. List the organizational areas most effected by or involved in this Action Project: Organizational Learning and Employee Development, Human Resources F. Name and briefly describe the key organizational and /or department processes that you expect this Action Project to change or improve: This project will improve Performance Development Discussions, Performance Evaluations, Learning Plans, and the planning, delivery, and evaluation of learning opportunities that are delivered to employees. G. Describe how you plan to monitor how successfully your efforts on this Action Project are progressing: A schedule for implementing the project will be created and the time to reach key milestones will be recorded. Reactions from key stakeholders will be obtained to provide data relevant to formative evaluation. The ultimate criteria will be whether the system is implemented ( e.g., intended implementation time/actual implementation time) and utilized effectively by GRCC employees (e.g., correspondence between training choices and performance evaluations). H. Describe the overall "outcome" measures or indicators that will tell you whether this Action Project has been a success or failure in achieving its goals: 1. Increase average number of training hours per employee (increased from baseline by at least 10%), 2. Increase favorability of participant evaluation and application of learning opportunities (increased in favorability from baseline by at least 10%) - a. "If given the opportunity, are you confident you could apply what you've learned", b. "Overall, please rate the quality of your learning experience"order to facilitate the use of these materials by different trainers. Department Action Project #1 5. Enhance communication of our online training resources and develop systems that A. Title: Integrating GRCC's Performance Management Systems with Employee Development facilitate the use of these resources. Systems 6. Form an advisory team that is aligned with our department's new purpose. B. Goal: Our goal is to directly connect the Employee Performance Evaluations/Discussions and Employee Development. This would involve establishing a common language (i.e., behavioral 7. Document the processes used by Liz Timmer to prepare for her retirement. competencies) for describing job performance and organizing learning opportunities. Utilizing data from the compensation study for planning learning opportunities would also be beneficial. S. Increase our involvement with the regional group of American Society for Training and Resulting learning opportunities will be more relevant to the work of employees and the Development. expectations of supervisors. Tracking data on the impact of Employee Development on Employee Performance is a necessary outcome of this project. C. New or continuing project: New. D. GRCC Strategic Goal Objective: Goal #3 - GRCC is a preferred employer of choice where people are passionate about their work. Objective 3.3 - Create systems to support a culture of accountability and continuous learning. E. List the organizational areas most effected by or involved in this Action Project: Organizational Learning and Employee Development, Human Resources F. Name and briefly describe the key organizational and for department processes that you expect this Action Project to change or improve: This project will improve Performance Development Discussions, Performance Evaluations, Learning Plans, and the planning, delivery, and evaluation of learning opportunities that are delivered to employees. G. Describe how you plan to monitor how successfully your efforts on this Action Project are progressing: A schedule for implementing the project will be created and the time to reach key milestones will be recorded. Reactions from key stakeholders will be obtained to provide data relevant to formative evaluation. The ultimate criteria will be whether the system is implemented (e.g., intended implementation time actual implementation time) and utilized effectively by GRCC employees (e.g., correspondence between training choices and performance evaluations). H. Describe the overall "outcome" measures or indicators that will tell you whether this Action Project has been a success or failure in achieving its goals: 1. Increase average number of training hours per employee (increased from baseline by at least 10%), 2. Increase favorability of participant evaluation and application of learning opportunities (increased in favorability from baseline by at least 10%) - a. "If given the opportunity, are you confident you could apply what you've learned", b. "Overall, please rate the quality of your learning experience"Department Action Project #2 A. Title: Establish Training Administration Systems Fitting Staff and Faculty Development Needs B. Goal: Develop systems for the administration of training functions (ie., scheduling, registering. documenting, evaluating) that serve the needs of employee and faculty development functions. This system would involve parallel administrative processes for faculty and staff development but would be administered separately. This project may also involve more effective use of the Enterprise Learning Module in PeopleSoft. C. New or continuing project: New. D. GRCC Strategic Goal Objective: Goal #2: Grand Rapids Community College will provide the services, facilities, and technology to promote student leaming, employee performance, and operational effectiveness. Objective 2.1: Develop an effective system to improve the ease with which people access the organization's information, data, and experiences. E. List the organizational areas most effected by or involved in this Action Project: Organizational Learning and Employee Development, Interdisciplinary Studies and Instructional Support, the Diversity Learning Center, Counseling and Career Center, Information Technology F. Name and briefly describe the key organizational and /or department processes that you expect this Action Project to change or improve: Scheduling training, registering for training, professional development reports, training evaluation, dashboard reporting. G. Describe how you plan to monitor how successfully your efforts on this Action Project are progressing: A schedule for implementing the project will be created and the time to reach key milestones will be recorded. Reactions from key stakeholders will be obtained to provide data relevant to formative evaluation. The ultimate criteria will be whether the system is implemented (e-g., intended implementation time/actual implementation time) and utilized effectively by GRCC employees (e-g., survey of users on ease of use) H. Describe the overall "outcome" measures or indicators that will tell you whether this Action Project has been a success or failure in achieving its goals: Increase average number of training hours per employee (increased from baseline by at least 10%%), decrease personnel time spent on the administrative aspects of staff and faculty development (decreased from baseline by at least 10%)