Chief Learning Officer - October 2007 - (Page 34)

gic vision behind the code and its alignment with organizational goals. The program has six components: role identification, measurement, learning skills in the form of VitalSmarts’ “Crucial Conversations,” mediated conversations to help people focus on themselves and what they can do to be more respectful, system issues, and nurse and physician leadership. “One of the things that’s really unique about it is that it gives equal emphasis to the system issues that are catalysts for frustration,” Kaplan said. “You can imagine, in an operating room, if you get the same broken instrument three times in a row, you get a little irritated. We track all of the issues that need fixing and then try to close the loop and get back to people to say, ‘OK, we worked on this and that. It still doesn’t excuse you from being respectful.’” In an effort to get staff members to own their development, Maimonides decided not to centralize learning. Instead, the different departments such as IT or nursing have dominion over the types of learning they provide, as well as how to deliver them. Kaplan acts as a facilitator, touching learning across the organization and helping shape the culture and set priorities on things that can be influenced. This strategy allows people engaged in leadership development to enact strategic direction in the organization, and the resulting benefits can be measured. “We try to use more of a pull than a push method so that people are attracted to this because we’re meeting their needs, and they want to learn,” Kaplan said. “I use a training evaluation model called ROI, and it’s built on Kirkpatrick’s four levels of measurement. We have been careful to look at those four measures in every initiative, assessing level of satisfaction, content follow-up, indications of application in their real jobs and the impact on the organization.” Kaplan said it can be tough to come up with numerical calculations to validate leadership development and other learning efforts, but some strong anecdotal success indicators have emerged inside and outside the organization. “I meet with nursing orientees every time there’s a new group, and I ask them a few things,” Olendorf said. “One, how long have you been a nurse? Why did you choose nursing as a profession? Why did you choose to practice at Maimonides? They’ll say, ‘We heard that Maimonides is a nursefriendly organization.’ I ask them what that means. It could mean we pay better or a lot of things, but the two things they mention most frequently are the work that we’re doing around good nurse and physician relationships. “They’re hearing from the outside that we have not shortchanged continual learning and good, upfront orientation for nurses. That can be translated as the institutional commitment to learning and competency of professional staff. I ASQ Training Solutions Build the Skills that Build Your Business Limited Time Offer: Buy Any 3 ASQ Books and Get the 4th Book FREE! ASQ offers information, training, and resources that help your people and your organization achieve a competitive advantage through the most efﬁcient use of technology and quality principles. Use these resources to get started on executing your career plans: The Executive Guide to Understanding and Implementing Lean Six Sigma: The Financial Impact (H1303) The Executive Guide to Understanding and Implementing Employee Engagement Programs: Expand Production Capacity, Increase Revenue, and Save Jobs (H1311) The Executive Guide to Understanding and Implementing Quality Cost Programs: Reduce Operating Expenses and Increase Revenue (H1309) The Executive Guide to Understanding and Implementing the Baldrige Criteria: Improve Revenue and Create Organizational Excellence (H1310) FOR MORE INFORMATION, VISIT www.asq.org/clo. Take advantage of this offer now before it’s too late. CALL 800-248-1946 AND MENTION PRIORITY CODE SVHEC37 WHEN ORDERING. Priority Code SVHEC37 http://www.asq.org/clo http://www.asq.org/clo

Table of Contents Feed for the Digital Edition of Chief Learning Officer - October 2007

Editor's Letter Table of Contents Letters to the Editor Taking the Lead Trends Best Practices Effectiveness Guest Editorial Elements of Social Media Arrive on the Learning Scene Trend Micro: Making Learning More Modular CLO Profile Learning’s Role in Talent Management INTTRA: Using Global Learning to Better Enable Talent Management Operationalizing Communities of Practice U.S. Army: Sharing Lessons from the Field Looking Back, Moving Forward Leveraging Business Data to Develop Strategic Learning Solutions Chrysler LLC: Metrics, Score Cards and Automobiles Advertisers' Index Editorial Resources Connecting the Dots: Recognizing Talent Development Differences at Nonprofits Nonprofits in Health Care: Learning at ENH Case Study Business Intelligence Case Study In Conclusion

Chief Learning Officer - October 2007

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