Thank you for loving me through it and believing in me even when I didn't believe it myself. To my children, Grayson and Dylan (and all who follow), I hope you see what is possible. To my parents: Thank you for the foundation that allowed me to go in search of the life God predestined for me.
Thank you for encouraging me to "run as far and as fast as your legs can take you, and God does the rest." As I travel through life and meet so many people, it strikes me that you have become the voices in the back of my head asking me "should you say that?" and. To my work family: Thank you for letting me try all the new things I've learned in this program on you.
Executive Summary
Finding Three: The stated goals of the program are not supported by the current program curriculum. The Affiliate must add a mentoring and/or job training component to the program that allows participants to gain real-world access to and understanding of a job that may be in their future. Recommendation Three The Affiliate should revise its program objectives to more closely match the desired outcomes.
This analysis shows that this is an optimal time for the Affiliate to critically monitor and strengthen the results of the program from the beginning in an effort to strengthen the program for years to come. The affiliate must have easily accessible, data-driven metrics to assess the program and promote sustainability.
Context and Problem
Out of a total of 255 vacancies, 204 were voluntary decisions and only 9 of these 255 were transfers to other branches within the parent organization. According to the vice president of human resources, when the numbers were first revealed, they were embarrassed that it took so long to pay attention to these important metrics. Another cause for concern was the fact that the affiliate's career development program was seen as a model for others across the country.
2019 also saw a change in some of the reporting and analysis tools used by Parent. Organizations to measure the success of affiliates, so many of the data points addressed in this analysis have not previously been measured by the organization as key performance indicators.
Conceptual Framework and Relevant Literature
Features of the psychological self as actor, agent, and author include important discourses between self-content, mechanisms of self-definition, and temporal definition, as described by Northwestern University Psychology professor D.P. The first is literature relevant to the analysis of the effectiveness of the program and the second is relevant to the recommendations made. Huggens' four methods would become some of the major theories that Marion Kellogg uses to develop his leadership study regarding employee development.
It was the earliest available research that put the onus on supervisors, managers and administrators rather than placing it solely on the shoulders of the employee. Instructional Designer Competencies became a guide throughout this study, and several of the case studies used in the book are examples of the types of interventions instructional designers can use.
Methodology
Meetings with the coaching staff took place a week before the meetings with the executive staff to get as honest, unfiltered as possible. Interviews with program leaders and administrators helped develop the core survey and interview protocol. Due to time constraints and other physical constraints caused by the global COVID-19 pandemic, the interview protocol was changed and I created a short survey that could be sent to more people.
The survey included exactly the same format and questions as the personal interview conducted. The surveys, like the interviews, were permitted to be completed during business hours and using the Affiliate's technology. This is a 100 percent return rate that can help increase the internal validity of the survey results.
Employee Census Data; including demographic information on all employees with names and other personal information redacted except;. 19 The study included responses from 72 currently employed program participants who completed the program sometime between its inception in 2011. The average age of the participants was 41 years old and the average length of service for participants was 10 years.
Participants were 60 percent female and 40 percent male, with 33 percent holding supervisory or leadership roles and 26 percent reporting receiving a promotion after completing the C.A.R.E.S.
Research Question Discussion
Does the C.A.R.E.S. Program meet its stated goals?
Findings
The descriptive/diagnostic interviews revealed that no external research was conducted when designing the program. The use of instructional design principles and models can result in significant changes in the overall learning process. One of the biggest drawbacks to the program's stated goals is that achieving them is highly dependent on the thoughts, feelings, and opinions of the program participants.
59 of 72 respondents reported feeling a greater sense of loyalty to the Parent Organization after participating in the C.A.R.E.S. In fact, as seen in Appendix F, the rate at which employees leave the Organization after participating in the program remains high. Through thorough review, the researcher was able to determine that the findings of failure to meet the program goals are likely a direct result of the goals not being aligned with the curriculum.
Finding Four: There are no internal metrics assessing participant perceptions or employment outcomes after program participation. If a formalized evaluation plan were in place, the affiliate would have determined – probably years ago – that the program was not meeting its objectives. 1(b) – On average, are employees more or less likely to leave the parent organization after participating in the C.A.R.E.S.
Administrative data provided by the Affiliate indicated that 411 of the program's 981 participants—or 41.8 percent—received at least one promotion. Based on these numbers, it appears that an employee is less likely to be selected for a promotion after participating in C.A.R.E.S. There is no significant difference in these scores and, in the absence of the necessary additional data, I cannot draw a conclusion as to whether this is a correlation between C.A.R.E.S.
Recommendations
In the design part, program administrators will work with a consultant to create a program that will meet the needs of the affiliate. The best way to meet branch needs is to meet employee needs, so program design should include ways to identify, assess, and assist employee fulfillment. Adding a mentoring or follow-up component to the program will also allow the affiliate partner to engage with program participants on a deeper level and support their individual advancement goals in a way that will.
Research also suggests that employers with mentoring programs often see increased retention, which was one of the major problems the Affiliate faced. A mentoring program addition is a key driver in making the successful move to an outcome-based metric system, where one of the measured outcomes is the number and/or percentage of program participants who pursue promotional opportunities within the Affiliate or. This can help add context to the retention reports the Affiliate runs annually and can become a key performance indicator.
As the program strategically realigns itself to include more outcome-based metric reporting, the Affiliate should incorporate a mentorship model where a senior employee provides guidance to a junior employee. Helping people visualize their careers and themselves as long-term employees with the Affiliate and/or Organization can be accomplished by. The program goals and objectives, as written, do not support leadership's vision for the program to be one that prepares leaders for the Affiliate and the Organization.
The current goals read as efforts to build brand loyalty and less as goals designed to build the competencies of leaders for the Affiliate and the Organization. The metric-based system the researcher proposes will allow the Affiliate to determine, among other things, whether employment outcomes are tracking. Presumably, steps one through three will be easily managed because the Affiliate leadership team has agreed to allow the researcher to complete this study.
Conclusion
Do you believe that employees are looking forward to participating in the C.A.R.E.S. Would you or do you recommend the C.A.R.E.S. program for your direct reports. I have received permission from the Human Resources Department and the Executive Director to speak with previous participants in the program to both assess its effectiveness and make recommendations for improvement. Do you remember your participation in the C.A.R.E.S. career development program since you have been working here.
Did you self-identify for the program or were you selected by the organization to participate. If selected – To the best of your knowledge, why were you selected to participate in the program. How long ago did you complete the C.A.R.E.S. What would you consider the most valuable thing you learned from the program?
Do you feel that your career has been affected by your participation in the program? Do you feel that anything you learned in the program successfully prepared you for your new position? Do you feel that anything you learned in the program successfully prepared you to compete for another opportunity?
Do you feel the program helped you set and achieve your own individual progress goals? When you only consider internal factors (eg not including family relationships, lack of funding, etc.) you believe you will stay in the organization. Is there anything else you would like to share with me about your participation in C.A.R.E.S. program and how it has affected your career or skills.
BUILT-IN LOGIC *If you identify – What made you decide to participate in the program. In which year did you receive the C.A.R.E.S. What do you consider the most valuable thing you learned from the program?
