Chat with AI
Human Resource Management 15th Edition by Robert Mathis,John Jackson,Sean Valentine ,Patricia Meglich
Edition 15ISBN: 978-1305500709Human Resource Management 15th Edition by Robert Mathis,John Jackson,Sean Valentine ,Patricia Meglich
Edition 15ISBN: 978-1305500709 Exercise 2
Water Quality Association: Building Competencies with Technology
The Water Quality Association (WQA) is a trade association that focuses on the delivery of drinking water to residents and businesses. This organization has developed a learning environment for its employees based on the development of important competencies and skills that are needed for work. Experiential and informal learning is emphasized, which represents approximately 90% of training that is often overlooked in favor of more formal instruction. What makes approaches such as these unique is the reliance on technologies such as mobile devices, customized software, analytical assessments of data, and computer-based awards that enhance learning.
The basis for using experiential and informal learning, in conjunction with extensive technology support, is apprenticeships. Apprenticeships are traditionally used to build critical skills for individuals working in trade occupations. But they can also be used to develop important cognitive competencies when they are supported by technology (a process referred to as Apprenticeship 3.0). The following guidelines can be considered when developing cognitive apprenticeships:
• Ask job experts to develop a list of all the critical circumstances that surround a job and then identify the knowledge, skills, and abilities needed to effectively work under these circumstances.
• Create a list of performance objectives and link them to competencies; training topics should be identified and should ultimately focus on job situations.
• The learning experiences should progressively become more challenging over time, while focusing on providing learners with more responsibility.
• Time should be provided for individual reflection and coaching from others (some of which can be technology based).
• To enhance motivation and satisfaction, recognize employees as they progress through the training.
• Continuous learning should be emphasized so that employees constantly develop important competencies that help them be more effective.
WQA has immersed itself in Apprenticeship 3.0 to better prepare its employees for workplace challenges and opportunities. The organization is using mobile technology to deliver a series of learning modules to individuals, and their progress is tracked in the system. Badges are also awarded to employees as they successfully complete various activities.
WQA developed the process by empowering job experts to develop a list of important competencies for different jobs in the firm, and the badges reflect the mastery of these areas. WQA also specified various learning opportunities such as work experience with mobile evaluations and feedback, online study and tutoring, and active coaching. These experiences help individuals earn the badges
What is your opinion of Apprenticeship 3.0? Is it an approach that you would consider using as an HR manager, or does it need further development?
The Water Quality Association (WQA) is a trade association that focuses on the delivery of drinking water to residents and businesses. This organization has developed a learning environment for its employees based on the development of important competencies and skills that are needed for work. Experiential and informal learning is emphasized, which represents approximately 90% of training that is often overlooked in favor of more formal instruction. What makes approaches such as these unique is the reliance on technologies such as mobile devices, customized software, analytical assessments of data, and computer-based awards that enhance learning.
The basis for using experiential and informal learning, in conjunction with extensive technology support, is apprenticeships. Apprenticeships are traditionally used to build critical skills for individuals working in trade occupations. But they can also be used to develop important cognitive competencies when they are supported by technology (a process referred to as Apprenticeship 3.0). The following guidelines can be considered when developing cognitive apprenticeships:
• Ask job experts to develop a list of all the critical circumstances that surround a job and then identify the knowledge, skills, and abilities needed to effectively work under these circumstances.
• Create a list of performance objectives and link them to competencies; training topics should be identified and should ultimately focus on job situations.
• The learning experiences should progressively become more challenging over time, while focusing on providing learners with more responsibility.
• Time should be provided for individual reflection and coaching from others (some of which can be technology based).
• To enhance motivation and satisfaction, recognize employees as they progress through the training.
• Continuous learning should be emphasized so that employees constantly develop important competencies that help them be more effective.
WQA has immersed itself in Apprenticeship 3.0 to better prepare its employees for workplace challenges and opportunities. The organization is using mobile technology to deliver a series of learning modules to individuals, and their progress is tracked in the system. Badges are also awarded to employees as they successfully complete various activities.
WQA developed the process by empowering job experts to develop a list of important competencies for different jobs in the firm, and the badges reflect the mastery of these areas. WQA also specified various learning opportunities such as work experience with mobile evaluations and feedback, online study and tutoring, and active coaching. These experiences help individuals earn the badges
What is your opinion of Apprenticeship 3.0? Is it an approach that you would consider using as an HR manager, or does it need further development?
Explanation
Verified
Verified
Being a trade association, WQA focuses on delivery of drinking water to residents and businesses. WQA has focused on creating a learning environment, so that employees can develop their skills in order to build competencies. Basically the organization underwent an experimental and informal learning by emphasizing on mobile devices, customized software, etc. Using such an approach in learning and development, the organization was able to build critical to work in trade occupations.
Apprenticeship 3.0 is the system that develops cognitive competencies through on-job training, and online classroom tutoring. Through this system, employees gain hands-on experience that helps them to face challenges and opportunities.
Apprenticeship 3.0 serves as a kind of learning, which helps organizations to develop the performance of employees. Based on apprenticeship, the organization is able to deliver a series of learning modules including mini tutorials, performance support, progress indicators, etc. It helps in guiding the employees through a series of learning activities that are aligned with required skills and competencies. Thus, with the help of Apprenticeship 3.0, organizations are able to integrate continuous learning process in a systematic way.
There is no such need of development for the usage of apprenticeship 3.0, as it is a complete package focused on learning and development. This approach is useful for HR managers to perform the main functions like recruitment and selection, training and development, to monitor and track new employees and to keep up-to date records and data, etc.
Apprenticeship 3.0 is the system that develops cognitive competencies through on-job training, and online classroom tutoring. Through this system, employees gain hands-on experience that helps them to face challenges and opportunities.
Apprenticeship 3.0 serves as a kind of learning, which helps organizations to develop the performance of employees. Based on apprenticeship, the organization is able to deliver a series of learning modules including mini tutorials, performance support, progress indicators, etc. It helps in guiding the employees through a series of learning activities that are aligned with required skills and competencies. Thus, with the help of Apprenticeship 3.0, organizations are able to integrate continuous learning process in a systematic way.
There is no such need of development for the usage of apprenticeship 3.0, as it is a complete package focused on learning and development. This approach is useful for HR managers to perform the main functions like recruitment and selection, training and development, to monitor and track new employees and to keep up-to date records and data, etc.
Human Resource Management 15th Edition by Robert Mathis,John Jackson,Sean Valentine ,Patricia Meglich
Why don’t you like this exercise?
Other Minimum 8 character and maximum 255 character
Character 255
