Prism Learning Solutions, LLC

Prism Learning Solutions, LLC Prism Learning Solutions helps clients improve professional development performance through a wide variety of learning solutions' products and services

360 ASSESSMENTSAssessments play a major role in the learning process. 360 assessments remain one of the most popular. Th...
10/19/2012

360 ASSESSMENTS

Assessments play a major role in the learning process. 360 assessments remain one of the most popular.

They are an effective way to determine how those you work with, work for and who work for you, perceive your performance against a number of agreed upon competencies.

The results of the assessment provide a roadmap for individual development based on the input of those completing the assessment. The results of the assessment and the resulting individual development plan can become part of the individual's performance management process.

You can use a 'shelf ready' 360 assessment based on validated industry norms or the competencies and questions used in the assessment can be tailored to align with your organization’s unique goals, values and mission... or a combination.

Our Approach
Our approach was developed in response to clients asking for an inexpensive, versatile, customizable and easy to administer multirater assessment that could be tailored to its organizational needs. In many cases the assessment was tailored around the specific needs of a specific individual.

The Prism 360 Assessment provides performance feedback to help survey participants:
• Reinforce leadership skills.
• Improve work performance with Associates.
• Strengthen relationships
• Identify strengths and growth opportunities.
• Select performance improvement opportunities.
• Prepare personal action plans.
• Implement action-planning strategies.
• Measure the results of action planning implementation.

The confidentiality and anonymity of the source of the responses is safeguarded throughout the entire process.

Our 360 Assessment is designed to provide both the original assessment as well as the follow up assessment. Our clients have found the ability to measure the performance improvement of an individual over time to be a very valuable tool.

It is an online assessment. We can manage any or all aspects of the 360 process depending on the level of involvement your organization desires, including:
• Design of the assessment
• Development of the assessment
• Preparation and mailing of personalized invitations
• Updates to both the survey participants and the organization
• Customized Reports
• Debrief services and coaching
• Follow-up surveys to measure improvement

The 360 Assessment Reports

The reports provided as part of the 360 Assessment are designed to be concise and meaningful.

Extraneous report data should be avoided. What follows is a listing of the different reports.

Summary Report
The summary report provides the average of the responses from each of the competencies by each of the response groups

Individual Item Response Detail
The analysis for each item includes the average of the responses from each response group as well as the frequency distribution of the responses.

Action Planning
The Action Planning report provides an analysis that compares your performance to the organization's average for each item, and identifies your strengths, growth opportunities and priority improvement items.

Comments
Respondents have the ability provide additional comments that they feel will help the development of the individual. There is no limit on the length of the comments. The source of the comments is anonymous.

We welcome input regarding your approach to 360 and other types of assessments.

10/09/2012

Leadership Development in Global Organizations – Addressing Cultural Differences

How does the learning design change if the organization is:

o Headquartered in the US with operations in other parts of the world, and/or
o Headquartered somewhere other than the US, having US operations?

The design must integrate, within each competency, (e.g. conflict resolution, coaching, interpersonal communication, etc.) the unique cultural differences within multi-national organizations and/or with global customers. This is not a general overview of cultural issues. It is specifically how to operate effectively as a leader and manager with your counterparts in a different culture.

Our major premise is that there is a need for an approach to addressing cultural differences that is unique to each of the competencies and to each combination of cultures. We base this need on the following:

o Most management and leadership development training is designed and delivered within a given culture.

o There is little or no attention paid to how management and leadership practices will be applied in other cultures.

o Most cross cultural training is provided as a stand alone program or module, not as an integral part of leadership development with an application focus.

o Talent pools for global leadership succession are primarily populated by nationals of the organization’s home nation, limiting the opportunities for those from other countries.

o There is a great need for managers from different countries, in multi-national organizations, to have an operational understanding of and ability to positively leverage cultural differences that exist in their organization.

We would welcome your opinion about Prism’s approach to addressing cultural differences in global organizations.

09/18/2012

The following is a terrific article, in a long list of terrific articles, written by Joseph Bastian in dbusiness. The reason I am sharing this article is because of how it relates to the use of social networking in the learning process. One way to eliminate fear in learning is to provide a non-threatening way to become competent. We will be addressing the use of social networking in the learning process far more extensively, so stay tuned. Harry Lebovitz

Learning Scared
As my kids started back to school last week, our house was filled with the fear, trepidation, and anxiety of a new school year.
In the workplace, we confront these same fears when we are forced to learn something new or are put in an environment that’s outside of our comfort zone. As it so happens, these fears are not unfounded. Sophophobia is real. It’s the fear of knowledge or learning.
The question that puzzles me is why do we fear learning?
The possible answers to this question are complex, fascinating, and demonstrate a major impact in our adult working lives.
Most experts agree that most adult learning fears in the workplace stem from the following perceptions:
Feeling Dumb — I might expose myself to co-workers and management about how little I know.
More Work — If I learn more, they’ll just give me more work to do and more responsibility
Failure — If I try to learn, I might fail, which is worse than not trying at all.

Change — If I learn, I will change along with everything else around me. I just want things to stay the same.
Danger — If I learn, I could be creating a dangerous situation for myself and others.
The key here is that most fears about learning are imagined, yet very real for those who feel them. The emotion center in the brain doesn't distinguish between what it remembers and what it imagines. When we don't feel safe, physically or emotionally, we struggle to learn and anxiety grows.
One of our primal instincts is to avoid what we fear. This is our flight response in action.
So, as parents, educators, and lifelong learners, we must take into account the fear of learning. Whether we develop training programs, teach others, or participate in learning, we must first be conscious of these learning fears. By acknowledging these potential learning concerns, we can begin to create a safe and comfortable learning environment for all participants.
Overcoming fear is just like learning itself — it’s a discovery where the unknown becomes the known.

09/10/2012

An invitation:
Share your thoughts on learning transfer and how social networking can enhance the learning process

Much has been written recently about learning being much more of a social experience. People want to be in touch with others instantly and everywhere. More and more are experiencing the value of collaboration. The delivery systems for learning include more mobile devices. More and more learning is informal.

Having started my career developing basic skills, validated, programmed instruction courses, I feel like I have gone from the age of Model T’s, to the age of electric cars. We actually worked on “transfer” methods 40 years ago. Fast forward to the age of social networking and consider what we did in the “old days.” I do believe there are some comparisons. Since learning is so social, please treat this site as a place to share, to question, to challenge.

Training – Cost or Investment?In an increasingly global and competitive landscape, human capital and intellectual proper...
09/05/2012

Training – Cost or Investment?
In an increasingly global and competitive landscape, human capital and intellectual property are key assets for companies. Global Knowledge® has published an essential report that examines the drivers, ROI and economic trends that are accentuating the critical need to invest in the training of employees and customers.

You can download the white paper “The Investment Value of Training” at http://bit.ly/MNQRlD

EPSS Effectiveness for Learning and Performance Support
08/15/2012

EPSS Effectiveness for Learning and Performance Support

New study outlines EPSS effectiveness for both learning and performance supportA recent paper summarized the effectivene...
08/15/2012

New study outlines EPSS effectiveness for both learning and performance support

A recent paper summarized the effectiveness of Electronic Performance Support Systems (EPSS) as a learning tool. The research posed two questions to participants in the study:

1. What are the effectiveness differences between an external EPSS (no direct interface with the working systems) and an intrinsic EPSS (embedded in the working systems)?
2. What are the effects of experience and of organizational environments on EPSS effectiveness?

In Question 1, the effectiveness results according to EPSS types appear to confirm the finding of former studies.

Question 2 indicates that once participants are divided according to environments (Learning/Work) as well as EPSS type, however, results appear to dispute the superiority of intrinsic support.

Summary
The current findings suggest that organizational environments and workers' experience determine EPSS effectiveness. They yield a new perspective on previous conclusions which did not take into consideration either environment or experience-related factors.

The paper, “Implementing On-Line Learning and Performance Support Using an EPSS,” can be viewed online at: http://bit.ly/vwKC4a

Eran Gal and Rafi Nachmias, "Implementing On-Line Learning and Performance Support Using an EPSS,” Interdisciplinary Journal of E-Learning and Learning Objects, Volume 7, 2011

07/27/2012

Team Performance Problems
The overwhelming majority of team performance problems are caused by behavioral incompatibility rather than technical incompetence. We have worked extensively with clients to identify the causes of behavioral problems as unambiguously as we define the causes of technical incompetence.

07/20/2012

Consider training as an employee perk
In a recent entry in the Walsh Institute blog, Jan Hubbard writes:

“If you are a Millennial you are likely to choose training over a cash bonus. In 2011, PricewaterhouseCoopers did an extensive study of the Millennial Generation, those who came into the workforce around the year 2000, and are now about 30 years old.

“For Millennials, training and development is the most highly valued employee benefit. The number choosing training and development as their first choice of benefit is three times higher than those who chose cash bonuses. 98 percent believe working with strong coaches and mentors is an important part of their development.” PricewaterhouseCoopers, 2011

“Does this surprise you? Consider this. The Bureau of Labor Statistics, reports that the average length of time with an employer is currently only about 4.1 years. Today’s employees are looking for opportunities to become more effective in their current role, and for insights that will help them advance their career over time as well.”

"Cash Bonus or Training, Which Would YOU Choose?" http://bit.ly/PlkpqY

A recent report from ASTD found that only 24% of survey respondents reported that their organization's informal learning...
07/13/2012

A recent report from ASTD found that only 24% of survey respondents reported that their organization's informal learning activities include a social media networking element. Many learning professionals are keenly interested in the topic, but relatively few organizations have begun to implement it. Skillsoft has published “The Eight Truths of Social Learning.” You can download the white paper at: http://bit.ly/P7XQKP

07/13/2012

How important would it be to have methods for greatly increasing the probability that your employees will retain/apply the skills/knowledge covered in either your instructor-led or online training?

Address

Farmington Hills, MI
48331

Telephone

+12482543468

Website

Alerts

Be the first to know and let us send you an email when Prism Learning Solutions, LLC posts news and promotions. Your email address will not be used for any other purpose, and you can unsubscribe at any time.

Shortcuts

Share

Category