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Actual for You - Learning Style Based Training in a Corporate Atmosphere
You’ve had 3 interviews with a potential employer and they’ve asked you for references from your prior job. The problem is that you didn’t leave on the best of terms and now you’re a bit worried about the kind of reference they’ll give. Follow these simple rules and you will be able to handle this without any problem.The first thing to do is determine what kind of reference they will actually give. Ask a friend or relative to make believe they are a potential employer and call to get a reference on you. If you are especially concerned about the kind of reference you are getting, record the call if you can. Alternatively, you can find a lot of firms on the Internet that perform this service at a reasonable cost.Ask the following questions.1. What date did she work for you? 2. What was her title? 3. What was her compensation? 4. What would you say she does be
2. Use more of an observation approach to showing the learner the steps involved, and give the learner a longer amount of time to form a comfort level before pushing them to try a hands-on approach
3. Allow for a more relaxed schedule in order to not overwhelm the learner
Sensing
1. Stick to the facts and processes at hand, and be sure to include “real world” situations that the learner can gain experience from
2. Try not to introduce abstract situations too early on, but keep the training grounded in process until the employee is comfortable
Intuitor
1. Keep the training interesting and process oriented to avoid boredom
2. Allow and encourage the introduction of concepts, ideas, and innovation
3. Introduce abstract situations to try and get the learner to exercise their problem solving skills
Visual
1. Incorporate and focus on more visually stimulating information including hands-on computer experience, charts, graphs, and screen shots.
Verbal
1. Incorporate and focus more on the written part of the manual and also spoken instructions. Encourage the employee to take as many notes as possible and allow time to go over these.
Sequential
1. Focus on teaching processes as a series of logical steps.
2. Allow the learners substan
Amy Wright, 34, was extatic when her realtor showed her the three bedroom townhome overlooking the lushious golf course. It was exactly the home she was looking for. The interior was sunny and bright, with a newly remodeled kitchen, spacious bedrooms, and the perfect little study area to set up her new home office. It had a spectacular pool and a lovingly tended flower garden. Best of all—the seller had to move immediately, so the home was a steal and miraculously within her budget! Amy was already making moving preparations when suddenly, a devastating blow paralyzed her plans. Her credit application for a mortgage had been denied. She couldn’t understand how this had happened—just a year ago, her credit had been almost perfect! The last year had been a little tight, and sure she had a few late payments here and there…but she had no idea it was so bad that now she couldn’t even get the home of he
Studies on these criteria have found that training that is centered on fostering and enhancing every person’s natural learning style tends to help people learn faster and improve retention of information. It can also increase morale while reducing frustration. When the program is created to encompass all the learning styles and be based in a multi-faceted approach, everyone learns more and no one is left behind.
For instance, the series of For Dummies self-teaching books have been incredible market successes for the very reason that it addresses all the areas of the way people learn. Not only are the books very effective as a training device; they are off-kilter, interesting, and fun to read. Most of the more recent editions in the series also include a CD-Rom to enhance the visual aspect of the training, and the entire curriculum on the CD is fully integrated with the book to reinforce ideas and concepts.
For our purposes, the job-specific training manual would best serve the team by being an online, living document yet can still include all the aspects that makes the For Dummies books great. This way, it would only be printed the day a new employee started and it would include a warning that all the information contained was subject to change. After that, each employee would have a link to a web-based manual that could be updated as soon as changes take effect.
To cover the learning styles, the manual could include overviews of each section, graphics to aid the learning process of the employees adept to being visual learners, “tips and tricks” areas, “big ideas” areas for the spatial (global) learners, and summaries of each section. The manuals we currently have only foster verbal sequential learners; so many of our employees (myself included) tend to learn the concepts slower.
In a more complex training environment where manuals are only part of the resources available, flexibility should be placed in the timeline to allow for the differences in style. A flexible plan that allows for customization would provide maximum effectiveness to students of all learning styles.
Even after the employee has completed training and becomes certified in their job description, there will need to be an update system that not only addresses, but also will be attractive to all learning types. This can be accomplished by sending an email that not only includes written instruction, but also a small MPEG file of the person issuing the update telling about the change. This will in turn satisfy the visual and audible learners where before the email was only satisfying to the verbal learners. To put this process in place, a small investment in a web cam and microphone would be needed.
When learning styles are fostered, everyone wins. The employee will not only learn faster but will have a lower frustration level with what they are trying to learn. The flexibility and adaptability of the program can also boost morale by focusing on each person’s individual strengths and creating value in them by taking the time to meet them where they operate best. As this is continued throughout the individual’s career with the company, we can have the most adaptable employees who have not only learned the job, but have also learned how to learn. After all, change is inevitable. We can only meet it where it is and make it easier to absorb more quickly.
References:
Soloman, Barbara A. and Richard M. Felder. North Carolina State University. Index of Learning Styles http://www.engr.ncsu.edu/learningstyles/ilsweb.html
Silverman, Ph.D. Linda Kreger. Upside Down Brilliance: The Visual Spatial Learner. DeLeon Publishing, Denver, CO. 2002
Lancaster, Lynne C. and David Stillman. When Generations Collide: Who they are. Why they clash. How to solve the generational puzzle at work. BridgeWorks, New York, NY. 2002
Sample Training Customizations
At the beginning of training a new employees, the learning style quiz will be administered to identify the strengths of the individual. Based on the results, a customized plan can be laid out in order to enhance the effectiveness of the training. Below are sample customizations based on learning type. These may need to be altered accordingly where the individual’s learning preferences overlap.
These are set up in four sets of opposite styles. The chart in the quiz will show the preference of the learner to each style.
Active
1. Schedule time for the active learner to repeat what was learned throughout the day to their instructor
2. Use more hands-on training and give the learner full ability to make mistakes and then learn from them
3. Use different experienced employees to train the learner each day or let the learner sit with a group to exchange ideas and information
Reflective
1. Give the learner time to sit and reflect quietly over their notes and experiences at the end of each day
2. Use more of an observation approach to showing the learner the steps involved, and give the learner a longer amount of time to form a comfort level before pushing them to try a hands-on approach
3. Allow for a more relaxed schedule in order to not overwhelm the learner
Sensing
1. Stick to the facts and processes at hand, and be sure to include “real world” situations that the learner can gain experience from
2. Try not to introduce abstract situations too early on, but keep the training grounded in process until the employee is comfortable
Intuitor
1. Keep the training interesting and process oriented to avoid boredom
2. Allow and encourage the introduction of concepts, ideas, and innovation
3. Introduce abstract situations to try and get the learner to exercise their problem solving skills
Visual
1. Incorporate and focus on more visually stimulating information including hands-on computer experience, charts, graphs, and screen shots.
Verbal
1. Incorporate and focus more on the written part of the manual and also spoken instructions. Encourage the employee to take as many notes as possible and allow time to go over these.
Sequential
1. Focus on teaching processes as a series of logical steps.
2. Allow the learners substant
Direct mail can be a powerful way to reach your customers. However, it is only powerful if used effectively. Here are some tips to help your direct mail campaign be successful.1. Mail to your customers more often. If you are now mailing 4times a year, increase the frequency of your mailings to 6 or 8times. If you increase your mailings by 25%, you shouldincrease your sales by at least the same percentage.2. Use a P.S. on every direct mail letter. This is second inimportance only to the headline.3. Don't forget to thank your customer for their order. Enclose amessage with orders... and include another merchandise offerwith the "thank you" message.4. Vary your mailing format. Use self-mailers, lettergrams,computer letters, envelope formats, catalogs. Change yourformat so that prospects don't get in the habit of recognizingyo
For our purposes, the job-specific training manual would best serve the team by being an online, living document yet can still include all the aspects that makes the For Dummies books great. This way, it would only be printed the day a new employee started and it would include a warning that all the information contained was subject to change. After that, each employee would have a link to a web-based manual that could be updated as soon as changes take effect.
To cover the learning styles, the manual could include overviews of each section, graphics to aid the learning process of the employees adept to being visual learners, “tips and tricks” areas, “big ideas” areas for the spatial (global) learners, and summaries of each section. The manuals we currently have only foster verbal sequential learners; so many of our employees (myself included) tend to learn the concepts slower.
In a more complex training environment where manuals are only part of the resources available, flexibility should be placed in the timeline to allow for the differences in style. A flexible plan that allows for customization would provide maximum effectiveness to students of all learning styles.
Even after the employee has completed training and becomes certified in their job description, there will need to be an update system that not only addresses, but also will be attractive to all learning types. This can be accomplished by sending an email that not only includes written instruction, but also a small MPEG file of the person issuing the update telling about the change. This will in turn satisfy the visual and audible learners where before the email was only satisfying to the verbal learners. To put this process in place, a small investment in a web cam and microphone would be needed.
When learning styles are fostered, everyone wins. The employee will not only learn faster but will have a lower frustration level with what they are trying to learn. The flexibility and adaptability of the program can also boost morale by focusing on each person’s individual strengths and creating value in them by taking the time to meet them where they operate best. As this is continued throughout the individual’s career with the company, we can have the most adaptable employees who have not only learned the job, but have also learned how to learn. After all, change is inevitable. We can only meet it where it is and make it easier to absorb more quickly.
References:
Soloman, Barbara A. and Richard M. Felder. North Carolina State University. Index of Learning Styles http://www.engr.ncsu.edu/learningstyles/ilsweb.html
Silverman, Ph.D. Linda Kreger. Upside Down Brilliance: The Visual Spatial Learner. DeLeon Publishing, Denver, CO. 2002
Lancaster, Lynne C. and David Stillman. When Generations Collide: Who they are. Why they clash. How to solve the generational puzzle at work. BridgeWorks, New York, NY. 2002
Sample Training Customizations
At the beginning of training a new employees, the learning style quiz will be administered to identify the strengths of the individual. Based on the results, a customized plan can be laid out in order to enhance the effectiveness of the training. Below are sample customizations based on learning type. These may need to be altered accordingly where the individual’s learning preferences overlap.
These are set up in four sets of opposite styles. The chart in the quiz will show the preference of the learner to each style.
Active
1. Schedule time for the active learner to repeat what was learned throughout the day to their instructor
2. Use more hands-on training and give the learner full ability to make mistakes and then learn from them
3. Use different experienced employees to train the learner each day or let the learner sit with a group to exchange ideas and information
Reflective
1. Give the learner time to sit and reflect quietly over their notes and experiences at the end of each day
2. Use more of an observation approach to showing the learner the steps involved, and give the learner a longer amount of time to form a comfort level before pushing them to try a hands-on approach
3. Allow for a more relaxed schedule in order to not overwhelm the learner
Sensing
1. Stick to the facts and processes at hand, and be sure to include “real world” situations that the learner can gain experience from
2. Try not to introduce abstract situations too early on, but keep the training grounded in process until the employee is comfortable
Intuitor
1. Keep the training interesting and process oriented to avoid boredom
2. Allow and encourage the introduction of concepts, ideas, and innovation
3. Introduce abstract situations to try and get the learner to exercise their problem solving skills
Visual
1. Incorporate and focus on more visually stimulating information including hands-on computer experience, charts, graphs, and screen shots.
Verbal
1. Incorporate and focus more on the written part of the manual and also spoken instructions. Encourage the employee to take as many notes as possible and allow time to go over these.
Sequential
1. Focus on teaching processes as a series of logical steps.
2. Allow the learners substan
There are various advertising programs for website publishers that allow to place ads on your site. These programs then pay you for every click to the ad or per thousand impression. I will list the current popular programs.Google AdSense - Currently one of the most popular advertising programs on the net. Probably best for when your site starts to get big and generate more traffic.Pros - Easy to set up, high paying, targeted ads, professional Cons - $100 minimum payout, a lot of people get banned without warning for cheating, more difficult to cash out, cashes out only through check and bank fund transfer.AdSenseBidVertiser - Another very popular program. A alternative to AdSense and is similar to it.Pros - Pays through Paypal and check, high paying ads, minimum payout $10 with paypal. Very customizable
Even after the employee has completed training and becomes certified in their job description, there will need to be an update system that not only addresses, but also will be attractive to all learning types. This can be accomplished by sending an email that not only includes written instruction, but also a small MPEG file of the person issuing the update telling about the change. This will in turn satisfy the visual and audible learners where before the email was only satisfying to the verbal learners. To put this process in place, a small investment in a web cam and microphone would be needed.
When learning styles are fostered, everyone wins. The employee will not only learn faster but will have a lower frustration level with what they are trying to learn. The flexibility and adaptability of the program can also boost morale by focusing on each person’s individual strengths and creating value in them by taking the time to meet them where they operate best. As this is continued throughout the individual’s career with the company, we can have the most adaptable employees who have not only learned the job, but have also learned how to learn. After all, change is inevitable. We can only meet it where it is and make it easier to absorb more quickly.
References:
Soloman, Barbara A. and Richard M. Felder. North Carolina State University. Index of Learning Styles http://www.engr.ncsu.edu/learningstyles/ilsweb.html
Silverman, Ph.D. Linda Kreger. Upside Down Brilliance: The Visual Spatial Learner. DeLeon Publishing, Denver, CO. 2002
Lancaster, Lynne C. and David Stillman. When Generations Collide: Who they are. Why they clash. How to solve the generational puzzle at work. BridgeWorks, New York, NY. 2002
Sample Training Customizations
At the beginning of training a new employees, the learning style quiz will be administered to identify the strengths of the individual. Based on the results, a customized plan can be laid out in order to enhance the effectiveness of the training. Below are sample customizations based on learning type. These may need to be altered accordingly where the individual’s learning preferences overlap.
These are set up in four sets of opposite styles. The chart in the quiz will show the preference of the learner to each style.
Active
1. Schedule time for the active learner to repeat what was learned throughout the day to their instructor
2. Use more hands-on training and give the learner full ability to make mistakes and then learn from them
3. Use different experienced employees to train the learner each day or let the learner sit with a group to exchange ideas and information
Reflective
1. Give the learner time to sit and reflect quietly over their notes and experiences at the end of each day
2. Use more of an observation approach to showing the learner the steps involved, and give the learner a longer amount of time to form a comfort level before pushing them to try a hands-on approach
3. Allow for a more relaxed schedule in order to not overwhelm the learner
Sensing
1. Stick to the facts and processes at hand, and be sure to include “real world” situations that the learner can gain experience from
2. Try not to introduce abstract situations too early on, but keep the training grounded in process until the employee is comfortable
Intuitor
1. Keep the training interesting and process oriented to avoid boredom
2. Allow and encourage the introduction of concepts, ideas, and innovation
3. Introduce abstract situations to try and get the learner to exercise their problem solving skills
Visual
1. Incorporate and focus on more visually stimulating information including hands-on computer experience, charts, graphs, and screen shots.
Verbal
1. Incorporate and focus more on the written part of the manual and also spoken instructions. Encourage the employee to take as many notes as possible and allow time to go over these.
Sequential
1. Focus on teaching processes as a series of logical steps.
2. Allow the learners substan
Natural stone is one of the most durable for all types of floorings. When correctly installed, it would last the lifetime of a house. This durability, combined with the natural beauty of stone, creates it the material of choice where quality and personality are important considerations. In tune with ecological awareness, more architecture nowadays designs around booming geological forms to get connected with natural environment. Creating a fragrant symphony in stone, harmonious and in tune with the elements, modern design blends few forms into a find structure, building upon it to make a quality, which evokes a lasting sense of beauty.With profound perceptive of natural stone and its reminiscent language, aided by insights into technical structure and intend, architects uses the inherent potential of natural stone to its greatest advantage. To say that natural stone evokes a sense of authen
Silverman, Ph.D. Linda Kreger. Upside Down Brilliance: The Visual Spatial Learner. DeLeon Publishing, Denver, CO. 2002
Lancaster, Lynne C. and David Stillman. When Generations Collide: Who they are. Why they clash. How to solve the generational puzzle at work. BridgeWorks, New York, NY. 2002
Sample Training Customizations
At the beginning of training a new employees, the learning style quiz will be administered to identify the strengths of the individual. Based on the results, a customized plan can be laid out in order to enhance the effectiveness of the training. Below are sample customizations based on learning type. These may need to be altered accordingly where the individual’s learning preferences overlap.
These are set up in four sets of opposite styles. The chart in the quiz will show the preference of the learner to each style.
Active
1. Schedule time for the active learner to repeat what was learned throughout the day to their instructor
2. Use more hands-on training and give the learner full ability to make mistakes and then learn from them
3. Use different experienced employees to train the learner each day or let the learner sit with a group to exchange ideas and information
Reflective
1. Give the learner time to sit and reflect quietly over their notes and experiences at the end of each day
2. Use more of an observation approach to showing the learner the steps involved, and give the learner a longer amount of time to form a comfort level before pushing them to try a hands-on approach
3. Allow for a more relaxed schedule in order to not overwhelm the learner
Sensing
1. Stick to the facts and processes at hand, and be sure to include “real world” situations that the learner can gain experience from
2. Try not to introduce abstract situations too early on, but keep the training grounded in process until the employee is comfortable
Intuitor
1. Keep the training interesting and process oriented to avoid boredom
2. Allow and encourage the introduction of concepts, ideas, and innovation
3. Introduce abstract situations to try and get the learner to exercise their problem solving skills
Visual
1. Incorporate and focus on more visually stimulating information including hands-on computer experience, charts, graphs, and screen shots.
Verbal
1. Incorporate and focus more on the written part of the manual and also spoken instructions. Encourage the employee to take as many notes as possible and allow time to go over these.
Sequential
1. Focus on teaching processes as a series of logical steps.
2. Allow the learners substan
So you've decided to start a home-based business? That's great, but where do you start? If you're online quite a bit, then there's no reason you can't start a business right from your own home on the Web. There are so many resources available online today that you can benefit tremendously from the research of others while building your own business. And, there are many companies that will do lots of the work for you when you join with them. Here are five easy start-up ideas for your home-based business to save you time and money. 1. Choose Your Hours Decide how much time you will be able to invest in your home-based business. To be honest, there are many new business owners who never make it because they're not willing to invest their time. If you work a full-time job and plan to keep it while your home-based business builds, then you should determine how many free
2. Use more of an observation approach to showing the learner the steps involved, and give the learner a longer amount of time to form a comfort level before pushing them to try a hands-on approach
3. Allow for a more relaxed schedule in order to not overwhelm the learner
Sensing
1. Stick to the facts and processes at hand, and be sure to include “real world” situations that the learner can gain experience from
2. Try not to introduce abstract situations too early on, but keep the training grounded in process until the employee is comfortable
Intuitor
1. Keep the training interesting and process oriented to avoid boredom
2. Allow and encourage the introduction of concepts, ideas, and innovation
3. Introduce abstract situations to try and get the learner to exercise their problem solving skills
Visual
1. Incorporate and focus on more visually stimulating information including hands-on computer experience, charts, graphs, and screen shots.
Verbal
1. Incorporate and focus more on the written part of the manual and also spoken instructions. Encourage the employee to take as many notes as possible and allow time to go over these.
Sequential
1. Focus on teaching processes as a series of logical steps.
2. Allow the learners substantial time to make connections between processes that are seemingly unrelated.
Spatial (Global)
1. Focus more on “big picture” ideas and work downwards to individual processes.
2. Present learner with overviews of each section before getting started.
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