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There is so much more to creating effective continuous improvement than using popular off-the-shelf learning products, hiring a high-priced external "expert", making employment contingent upon attending a required amount of development, or offering non-relevant learning. This slide set presents fundamental considerations that will help in creating a work culture that supports a beneficial continuous development program.
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Fostering a Work Cultureof Continuous Improvement
An Philosophical IntroductionMark Sivy, Ed.D.
The Task
To foster a continuous improvement culture where the employee feels supported, empowered, encouraged, engaged, and appreciated.
The Challenge
To create and offer a continuous improvement program that:
•Exists in an environment of trust and respect
•Stimulates authentic interest in personal and institutional growth
•Improves employee satisfaction and performance
•Maintains optimal institutional financial stewardship
•Addresses college mission, vision, and strategic plans
The Basics
• Communicate and be transparent
• Involve leadership
• Assess and incorporate staff needs, desires, and input
• Recognize staff accomplishments and improvements
• Allow for practice and failing forward
• Provide continuous improvement role modeling
• Offer “after-event” continuity
Adult Learning Principles*
• Adults are internally motivated and self-directed
• Adults bring life experiences and knowledge to learning
• Adults are goal-oriented
• Adults are relevancy-oriented
• Adults are practical
• Adults like to be respected
*Knowles, M. (1984). Andragogy in Action. San Francisco: Jossey-Bass.
Learning Design
• Provides personalized development opportunities
• Utilizes multi-modal learning events and activities
• Employs mobile / on-demand learning
• Uses constructivist and social development principles
• Associated with incentives and rewards (gamification)
• Less lecturing and more project / job-based learning
• Accommodates different intelligences, learning styles, and personality types
Leadership
• Demonstrate a genuine commitment to employees’ continuous improvement
• Remove barriers to employee growth
• Preserve an ongoing dialogue about developing talents, strengths, and personal interests
• Offer cross-training, coaching, and mentoring experiences
• Maintain clear and reasonable expectations
• Provide authentic positive feedback
Program Evaluation*
• Resources and processes
• Learning acquisition
• Behavior / performance
• Organizational benefits
• Societal contributions
• Return on investment
*Kaufman, R., Keller, J., & Watkins, R. (1995). What works and what doesn’t: Evaluation beyond Kirkpatrick. Performance and Instruction, 35(2): 8-12.
*Kirkpatrick, D.L., & Kirkpatrick, J.D. (2007). Implementing the Four Levels, Berrett-Koehler Publishers.
*Phillips, J. J. (2003. Return on Investment in Training and Performance Improvement Programs, 2nd Edition, Butterworth-Heinemann, Burlington, MA
