Creating a Work Culture for Continuous Improvement

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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.

Text of Creating a Work Culture for Continuous Improvement

  • 1. Fostering a Work Cultureof Continuous ImprovementAn Philosophical IntroductionMark Sivy, Ed.D.

2. The TaskTo foster a continuous improvement culture where theemployee feels supported, empowered, encouraged,engaged, and appreciated. 3. The ChallengeTo create and offer a continuous improvementprogram that:Exists in an environment of trust and respectStimulates authentic interest in personal andinstitutional growthImproves employee satisfaction and performanceMaintains optimal institutional financial stewardshipAddresses college mission, vision, and strategicplans 4. The Basics Communicate and be transparent Involve leadership Assess and incorporate staff needs, desires, andinput Recognize staff accomplishments andimprovements Allow for practice and failing forward Provide continuous improvement role modeling Offer after-event continuity 5. Adult Learning Principles* Adults are internally motivated and self-directed Adults bring life experiences and knowledge tolearning 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. 6. Learning Design Provides personalized development opportunities Utilizes multi-modal learning events and activities Employs mobile / on-demand learning Uses constructivist and social developmentprinciples Associated with incentives and rewards(gamification) Less lecturing and more project / job-basedlearning Accommodates different intelligences, learningstyles, and personality types 7. Leadership Demonstrate a genuine commitment toemployees continuous improvement Remove barriers to employee growth Preserve an ongoing dialogue about developingtalents, strengths, and personal interests Offer cross-training, coaching, and mentoringexperiences Maintain clear and reasonable expectations Provide authentic positive feedback 8. 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 doesnt: Evaluationbeyond Kirkpatrick. Performance and Instruction, 35(2): 8-12.*Kirkpatrick, D.L., & Kirkpatrick, J.D. (2007). Implementing the Four Levels, Berrett-KoehlerPublishers.*Phillips, J. J. (2003. Return on Investment in Training and Performance ImprovementPrograms, 2nd Edition, Butterworth-Heinemann, Burlington, MA