Panel Discussion on Talent Management
Confused about what Talent Management encompasses? Attend this month’s panel discuss to learn that Talent Management is Career Planning, Development Planning, Succession Management, Recruiting, Retention and much more. Talent Management is the employee life cycle in the organization from the first contact until exit. This session will help take the mystery out of Organizational Talent Management programs and provide a forum for discussing many of the specific issues we face as Training and Development professionals.

In this session you will:

Learn about the many different components of Organizational Talent Management
Discuss best practices with several Talent Management providers
Receive the opportunity to discuss issues specific to your organization

Speakers: Tom Smith (Learning & Development Manager for CDW), Mark Ferrara (Director of Global Staffing for Eli Lilly and Company) and Sherry Makely (Manager of Employee Education & Development for Clarian Health Partners).

Date: September 22, 2006
Topic: Career Planning and Talent Management
Agenda: 8:00 - 8:30 a.m. – Registration
8:30 - 11:00 a.m. - Program
Location: Marott Apartments
Meridian and Fall Creek

Register Now!

Thursday, September 22 2006 11:30 a.m. to 1:20 p.m.
Topic:	People Are Your Business
Speaker:	Scott Cawood, Ph.D. ModernThink, LLC
Agenda:	8:00 - 8:30 a.m. - Registration 8:30 - 11:00 a.m. - Program
Location:	Marott Apartments Meridian and Fall Creek
Cost:	CIASTD Member - $25 Non- Member - $35 Student - $15 Non registered attendees pay $5 in addition to their registraton fee.

Register Now!

[Top]

August Meeting Recap

People are Your Only Sustainable Advantage

On August 17, CIASTD and HRACI partnered on the monthly program and welcomed Scott Cawood of ModernThink, LLC for a presentation on engaging employees and understanding the impact of recruiting and retaining talented people.

Scott’s presentation focused on those company’s whose employees ranked them as one of the best places to work, and more importantly, what do those companies do to encourage their employees to feel that way. Companies from both the national list of Best Places to Work and Indiana’s Best Places to Work survey served as examples. Participants could clearly see through the presentation and examples given that what employees experience each day, whether intentional or not, has a direct impact on the profitability of a company.

[Top]

Member Profile

Bernie Augenstein
Written by Michelle Burke, Facilitator Editor

As a Business Systems Analyst for Batesville Casket Company, Bernie Augenstein is involved in training, application support, testing, and systems enhancement. He first became involved in the training and development field in 1994 when the company he was with at the time, Indiana Farm Bureau Co-op/Countrymark Co-op, purchased the J.D. Edwards ERP system and Bernie became the lead in charge of system training as various modules were phased into the company. In 2000, Bernie accepted a position with Batesville Casket Company and became responsible for all training and user documentation for their ERP project. Bernie enjoys the project aspect of his job and finds it rewarding to reach a project’s successful completion. What he likes most about the training aspect of his job is the chance to meet and interact with others while he is training.

Bernie grew up on a farm in central Ohio with five siblings. He attended Valparaiso University and graduated with a B.S. in Business Administration (Accounting major). While he knew he did not want to live on a farm, he did spend the first 30 years of his career in the agriculture industry. He met his wife at his first job after college and their son Eric, 28, was ordained a Catholic priest in June 2004. Bernie says “Even though I had only a small part in this process, I was filled with pride and joy.” Father Eric Augenstein is the associate pastor of several parishes in Richmond, Indiana. Bernie’s wife, Linda, will soon be taking early retirement from JP Morgan Chase after a 26-year career.

When Bernie is not working, he centers his life around his family, his faith, and music. The book he most recently read for pleasure is Classical Music for Dummies. He is an active member of his church, Cross of Grace Lutheran Church, in New Palestine where he sings in the choir. He also sings in other choirs and plays keyboard at worship at least once a month.

[Top]

Fall Education Conference

Thursday, November 16, 2006

2006 CIASTD Fall Education Conference

Don’t miss the 2006 CIASTD Fall Education Conference with Price Prichett’s dynamic Keynote Speaker, Linda Boardman-Fite. This year's conference will be held at the newly remodeled Indianapolis Museum of Art; food created by Wolfgang Puck Catering

This conference has three distinct segments (click the link for detailed information):

• Breakfast Keynote Hard Optimism
• Creative Connections
• Seminar Business As Unusual

About Linda Boardman-Fite
Linda Boardman-Fite helps people and organizations find the courage and humor to tackle the problems of change “head-on”. As a trainer, speaker, consultant, author, and “edu-tainer” with more than 18 years experience, she has worked with companies throughout North America and Western Europe, and done assignments in Japan and Greenland as well. She uses cascaded training sessions combined with ongoing coaching as an organizational intervention, often working with every level, from CEO to minimum wage employee in the process.

Linda's ability to reach these varying audiences is attributed to her unique packaging of serious accountability-focused content in an entertaining and motivational style that includes metaphors, memory hooks, practical examples, practical tools, and visual aids always customized to the interests, experiences, sophistication, and organizational levels of each group.

More Information
Register Now

CIASTD Fall Education Conference Details

Date: Thursday, November 16
Times: 8:00-4:00 Registration from 7:30-8:00
Location: Indianapolis Museum of Art
Costs:
CIASTD Members: $179
Conference and one-year CIASTD Membership: $254
Non-Member: $199
Student: $89
Breakfast Keynote Only: $49

More Information
Register Now

[Top]

Chicago ASTD Extends Invitation

The Chicagoland Chapter of the American Society for Training and Development (CCASTD) has officially thrown open the doors to their latest workplace learning and performance event: The Human Side of Technology, scheduled for October 18 and 19, 2006. Sponsored by Roosevelt University (www.roosevelt.edu) and The CARA Group, Inc. (www.caracorp.com), this information-packed, 2-day conference focuses on solving the issue of an anticipated workforce shortage and the need for organizations to reevaluate their human-managed, technology-based systems for improved synergistic functionality. Attendees will come away with solid advice from industry experts on which tools, techniques, and technologies best support their learning & performance initiatives.

Featuring a star-studded speaker lineup including Stephen Denning, Lou Russell, Dick Axelrod, Dennis Glenn, Jennifer Hofmann, Catherine Mattiske, Ajay Pangarkar, and Moshe Yudkowsky The Human Side of Technology offers a peer-to-peer interactive forum where attendees can discover how to blend diverse technologies & methods into one unified learning offering.

As Baby Boomers retire from the workforce, organizations are losing key people in critical positions. This, and the ever-increasing need for technology-ready employees, has prompted millions of companies to revisit their current work performance model and strive for cost-effective, results-oriented solutions. The Human Side of Technology event attempts to address these issues as well as get the inside story on the ASTD Competency Model.

According to Trish Uhl, PMP, CPLP - CCASTD Director of Technology, "We've all had a TON of technology pushed at us, and have often learned it by the seat of our pants. There's got to be a better way. What can we learn from our peers? What are other people doing with these tools? How are they doing it? How can you do it, too?"

Each day of The Human Side of Technology learning forum offers different tracks following the nine areas of expertise as outlined in the ASTD Competency Model, including: Designing Learning, Delivering Training, Human Performance Improvement, Measurement & Evaluation, Facilitating Organizational Change, Managing the Learning Function, Coaching, Managing Organizational Knowledge, Career Planning & Talent Management.

Uhl continues, "People want practical advice. Sure, everyone likes to attend a really compelling session by a visionary in the industry, but at the end of the day, give me someone who has felt my pain and figured out a way around it." To that end, the event includes daily breakout sessions showcasing real stories and genuine experiences, with practical “how to” tips from local practitioners and industry gurus.

The Human Side of Technology conference is scheduled for October 18 and 19, 2006 at the University Center in Chicago. Additional 10% discount if you register before September 1st. Space is limited. We regret the inconvenience, but CCASTD is unable to accept walk-in registrations or registrations at the door for this event. All attendees must pre-register for this conference.

For more information and online registration, visit http://www.ccastd.org/annual_event.html

[Top]

ASTD Human Performance Improvement
Certification Program

Courses Offered Locally

More than ever, today’s organizations are focused on ways to obtain peak performance from every single employee. And while this is great news for those of us in the field of workplace learning, this trend demands that we have a strong understanding of the full range of performance improvement strategies, not just training.

To help you meet this demand, the ASTD Human Performance Improvement Certificate Program captures the latest information on performance improvement and brings it to you right here in Indianapolis in a highly interactive, learner-focused style.

This five-course program is offered in joint partnership with Indiana University-Purdue University at Indianapolis. Registration for the first course, Human Performance in the Workplace, is now open and seats are limited. See the schedule below for specific dates.

Each program is three full days. Tuition for each course is $945. By registering online, you save 10% of the course fee, which includes instructor fees, all course materials, and lunch each day.

To register for any of the programs, please visit the IUPUI Community Learning Network at www.cln.iupui.edu. Contact Ron Lindle at 274-5045 or by email at rlindle@iupui.edu for any questions.

ASTD Human Performance Improvement Course Schedule

Course 1: Human Performance Improvement in the Workplace
Dates: September 8, 22 & 29, 2006

Course 2: Evaluating Performance Improvement Interventions
Dates: October 13, 27 & November 3, 2006

Course 3: Analyzing Human Performance
Dates: January 26, February 2 & 9, 2007

Course 4: Selecting & Designing Performance Improvement Interventions
Dates: March 2, 9, & 16, 2007

Course 5: Transitioning to Human Performance Improvement
Dates: April 27, 2007 & 2 days TBD

[Top]

CPLP™ — Work Product Preparation

By Karen Zwick, Facilitator Staff

Last month, I discussed ASTD’s Certified Professional in Learning and Performance (CPLP) Knowledge Exam – the first requirement for achieving this certification. The knowledge-based exam measures your breadth of knowledge in the workplace learning and performance field. Once you pass the knowledge exam, you must then prepare and submit a Work Product within three months. In this month’s article, I want to discuss the requirements and preparation of the Work Product.

What is the CPLP Work Product?
The work product submission allows you to showcase your capabilities in one of the following three areas of expertise:
• Designing Learning
• Delivering Training
• Measuring and Evaluating

You are asked to submit a project you have completed in the past three years. The project should be a sample or a segment of your past work instead of a portfolio or body of work.

The work product must provide sufficient evidence and address program requirements. Rating teams evaluate blind submissions, that is, without information about you, your years of experience, past education, etc.

What are the Requirements of the Work Product?
All work products must contain four core elements, two follow-on questions, and release forms to be signed. The following table briefly describes the four core elements.

Core Element	Description
Project relationships	Documentation of your role and the roles of stakeholders
Plans	Documentation that supports the planning effort for the work product submitted
Outputs	Evidence of output in the work product itself
Outcomes	Documentation of the results during and following the implementation

You must provide documentation of the actual work you did. For example, if you submit a Designing Learning work product, you will be required to provide an actual design document, sample lessons, etc. If you submit a Delivering Training work product, you should provide a recorded class session. For Measuring and Evaluating, you will be expected to provide a report of an evaluation.

The follow-on essay questions are mailed to the address you provide a few weeks after you successfully pass the knowledge-based exam. With the follow-on questions, you are expected to demonstrate application of your knowledge in a different setting or circumstance than your submitted work product.

What Resources are Available for Work Product Preparation?
Visit the official web site at http://www.astd.org/astd/cplp to learn the details about the work product requirements and forms in your selected area of expertise.

What Strategies Work?
The following CIASTD members have achieved their CPLP certification:
• David Davila, Assistant Vice President, Corporate Training, Union Federal Bank
• Andrea Moore, Consultant, FlashPoint
• Karen Zwick, President, 1st Class Solutions

David and Andrea submitted work products for Delivering Training. I submitted a work product for Designing Learning. All three STRONGLY recommend starting on the work product very early, even before you take the knowledge exam.

David recommends, “If you are doing Delivering Training, it might be helpful to record several classes over a period of time. The class that I created and wanted to submit was only offered once during the work product period as I went through the CPLP process. That left me with no options and if I had not done well on this class, I might not have attained my certification.”

Andrea recommends, “The requirements within this option include a recorded 20 minute segment of training delivery. Because splicing is not allowed, it is important to ensure that you have a 20-minute portion within your training session that captures all of the required elements. Do not tape yourself and try to “create” the requirements from what you have. Go into the recording session knowing what outcome you are working towards. This will make the work product submission much simpler and easier to work towards.”

I recommend that if you are submitting a Designing Learning work product, you keep in mind that you must prepare documentation and evidence of the complete ADDIE process. You should carefully select a project that where you have either completed or will shortly complete all ADDIE components.

Is It Worth the Effort?
David Davila says, “It was a very valuable experience for me. Having to break the class down and really examine if I was being effective in my teaching methods taught me much about myself… I found myself rededicated to my profession after going through the CPLP process.”

Andrea Moore says, “I found the work product aspect of the certification to be extremely valuable in developing my skills in delivering training. As part of the work product, I recorded myself delivering a training session. I had not done this in many years, and it was interesting to watch the DVD and see myself from the perspective of the audience.”

Next Month’s Article
Next month, I will address the requirements for CPLP recertification.

[Top]

Developing Training Leaders

By Scott Livingston

Angie was an outstanding sales performer. Always leading her team no matter the metric. When her manager, Ann worked with her, customers would often pull Ann aside and say, “Angie is one of only three reps I really listen to on a regular basis”. This earned Angie work on many special projects within Ann’s team. She and her manager had agreed that the area she needed to develop was “Executive Presence”. It is through these special projects and this development plan that she had the opportunity to make a presentation on her sales success to the VP of Sales.

Angie worked hard the weekend before her presentation. And this hard work paid off during the presentation to her manager and the Sales Director... It was one of those days when Angie was on, she was bright and energetic.

After the presentation Angie was excited and knew she had done well just by the non-verbal communication she was getting from her manager. The VP of Sales asked if they could take a short break, but asked that Angie stick around for a few minutes. Could this be the big break she was looking for? Could it be that she was going to get the opportunity to take a new assignment?

About an hour later the Sales Director called Angie into her office. “Angie, I have been on the phone with HR. Ann and I agree you have demonstrated the skills necessary to take the next step in your career. As you know we have an opening for a trainer in our region and we would like you to take the position. This will be your chance to learn the skills that will enable you to transition from an individual contributor to a leader, like Ann.”

On her drive home the conversation with Ann and her sales director was a real blur. About all she remembered was what the VP of Sales had said about transitioning from individual contributor to leader. What did this mean? Angie had not spent much time thinking about the becoming a leader. It couldn’t be much different from the things she had done within her current team…could it?

As trainers we can relate to Angie. How do we develop the heart and edge of a leader? What are the leadership qualities that will make a difference in our performance? Certainly competencies like Mentoring, Certification, and Development Plans are important, but are they enough?

In 1995, Dan Goleman set out to answer Angie’s question. What is it that gives those successful leaders the qualities that we are all drawn to? In his groundbreaking work Emotional Intelligence, Goleman points to the preeminence of heart over head in those crucial moments of our decision making lives.

In our work in the area of Emotional Intelligence, there are three core competencies and eleven sub-competencies that have surfaced as critical to developing what Angie needs to distinguish her performance as a leader in her training organization. The Leadership competencies are Self-Awareness, Personal Management, and Connecting. These competencies are complex so some degree of time and a good coach will be critical to her success. If Angie focuses her development in these areas according to the Center for Creative Leadership she will be exhibiting the qualities that help those at the top of their organizations stay successful.

Self Awareness

Emotional Self-Awareness
Angie will need to develop Emotional Self-Awareness and recognize how her behaviors affect others. She will learn that emotion drives behavior and to pay attention to both.
The crux of strong Emotional Intelligence starts with being self-aware. An awareness of the emotional state you are in so you have strong decision-making abilities. Trainers with high levels of Emotional Self–Awareness know that there is a part of their brain that is driving both intuition and reason. Intuition is that gut feeling we get when something is about to happen and reason is the logical part of our being that gives the facts as we see them.

Self-Assessment
Angie will need to develop an accurate view of herself. Is her self-portrait the exact picture that others around her see? Does she have an accurate account of her skills and talents, strengths, weaknesses, and deficiencies?
Have you made an honest assessment of your strengths? Trainers who have accurate self-assessment have an ability to accept and implement feedback they feel can help them move forward. They also can reject aspects of feedback that are not within their value system, even if it keeps them from an opportunity they were seeking.

Self Regard
Angie will need to develop this leadership capability to build confidence and to speak decisively. Knowing the value system that makes up the individual and what is important to the individual. Trainers who exhibit high Self Regard have a strong belief in their abilities and are willing to stand up for an idea or ideal. People who are too strong on the Self-Regard competency can become defensive when they or their ideas are criticized.

Optimism
Angie will need to be positive even in the face of adversity. She will have setbacks along the way and this leadership characteristic will determine her response to these setbacks.
It is not if setbacks will come into our job as a trainer, but when. How resilient one is in the face of a setback will dictate their level of optimism. There is a sense of positivity in people with strong optimism but there is a good balance of realism with these positive feelings. Trainers strong in optimism have a belief they can influence the outcome of any situation.

Personal Management

Impulse Control
Will Angie act impulsively? Will she be able to say YES or NO and stick to it? Therein lies the answer to your ability to control your impulses. We all have natural default behaviors to situations that happen to us in life. There are times these default behaviors serve us and there are times they are a barrier. Trainers with strong impulse control recognize barriers and stop the behavior before they say or do something they wish they had back. Trainers who exhibit strong impulse control have an ability to say “Yes” or “No” when a decision is needed and mean it. In other words, they are people who keep their promises and are dependable and trustworthy.

Adaptable/Flexible
How open to change is Angie? Change can present itself in many forms. Trainers who are adaptable and flexible are comfortable with uncertainty and ambiguity. They are willing to ask for help when needed. Saying “I don’t know but I will find out” is a hallmark characteristic. Trainers strong in this competency have the ability to handle multiple demands because they flow well within situations.

Authenticity
How comfortable in her own skin is Angie? Does she have a strong grasp of her value system? Authenticity is about values. Knowing what your values are and then being able to make decisions within this value system means you have authenticity. Trainers who are strong in this competency know when they are wrong and freely admit it. They are honest and open when presenting themselves to others. They have a strong ability to build trust based on their actions.

Personal Drive
Does Angie enjoy a challenge and is she passionate about its success? Presence and energy best describe this competency. Trainers who posses this competency have a strong sense of purpose or mission in life. It is often said they are goal oriented and they see these goals through.

Connecting

Empathy
Is Angie aware of the moods of other people and being able to see from the perspective of others? Having the ability to suspend judgment is a hallmark characteristic of empathy. Trainers who have this competency are often thought of as good listeners.

Communication
Can Angie express feedback in a timely manner? Setting very clear and understandable expectations are critical components of the communication competency. Trainers strong in communication have the ability to not personalize these situations and air grievances skillfully.

Coaching Others
Can Angie see the intention of others? Trainers strong in this competency are inspiring to others because they see the intent as well as impact of behavior. They reward others for their performance and treat them with dignity and respect.

This seems like a lot for Angie to develop. What is the best way for her to proceed? Which of the leadership competencies are going to give Angie the heart and edge she is looking for?

Angie will need to answer these questions as she works her way through the challenges of her role. For Angie a three step approach should be considered. The first step is an accurate self assessment. An EI360 is often used because you compare your thoughts and feelings to those who work around you. The second step is to study the leadership competencies for trainers in this article and consider attending a formal training on Emotional Intelligence. The third step to leadership effectiveness is to obtain an Executive or a Leadership Coach. This is coaching that is external to Angie’s organization can help give Angie the perspective and balance she needs to accurately define her value system and relate it to the trainees or sales managers she interacts with. A recent survey released by Right Managements Consultants of 100 senior executives (most employed at Fortune 1000 companies) found that coaching strategies like those recommended here have had a measurable impact on ROI. These senior executives report better relationships with their direct reports, supervisors and peers, improved teamwork and greater job satisfaction.

While Angie may not have all the pieces of the puzzle together, this plan can be used to give her the heart and edge she is looking for to maximize her performance.

The author, Scott Livingston, is a new member of CIASTD who recently started his own company, IntegratEI, after spending many years in leadership development at Eli Lilly. His focus is mainly executive coaching and growing managers into leaders. More information can be found at www.IntegratEI.com

Call for Articles

Wouldn’t you like to get published? The CIASTD Facilitator could be just the vehicle you are looking for. We are on the lookout for articles that further learning in the areas of training and development. While we may not be able to publish every article we receive, we believe that each issue of the Facilitator could be enriched by the addition of a few articles. And it’s always nice to be published! Submit articles by emailing them to mburke@somersetcpas.com. We prefer files in Microsoft Word format.

[Top]

New Members

In each issue of The Facilitator, we will list members that have joined or re-joined CIASTD since the previous issue. Since the last issue of The Facilitator, we have had these new members.

Mary K Klein
Sarah E Canarsky
Kristi Keeker
Linda Hunter
Jennifer L. Hammond
Dawn M. Ficklin

If you are a member of CIASTD, and would like access to the complete membership list, it is available on our web site at www.ciastd.com.

[Top]