Business plan

Creating Successful Talent Within Your Firm

Description:

This workshop provides practical approaches and tools addressing your firm’s professional talent development challenges. Using a 7 step methodology we will address the why, how, and what to do for staffing development. The workshop will cover areas such as graduate development curriculum, technical skills, client presentations, project management, leadership development, and on-boarding, as well as requirements for licensure and certifications. This workshop addressed the "how-to's" about developing and implementing an effective internal firm-wide, professional training and development program.

Knowledge Level:

This program is structure for Practitioners and Advanced levels. This program is for everyone within the firm responsible for effectively matching people to resources needed to achieve the team member’s professional goals while achieving the firm’s strategic and business goals.

Course Design:

This 8 hour workshop is designed to be delivered on-site. This program has been successfully delivered in a firm with multiple offices using a blended delivery approach. The program allows for Q&A and includes a personalized plan of action.

Learning Objectives:

At the end of this program you will be able to:
1. Identify 2 performance elements of your in-house education program in terms of the firm's strategic and business goals.
2. Determine appropriate development method(s) of your firm’s unique technical or design educational content to advance your firms agenda.
3. Differentiate the most effective delivery method(s) for your firm’s top development priority.
4. Define 4 criteria for use of a master evaluation tool that will guide you in continuously improving your program.

This Course is recommended for:

* Individuals and project teams to supplement a design firm's internal curriculum.

Faculty:

Thom Lowther, Ed.S. Has been involved with the professional development of A/E and design professionals for more than 20 years. Thom is currently the owner and CEO of Lowther7, LLC, a small Veteran owned training and consulting firm. Thom has served as the Senior Director of the American Institute of Architects (AIA) Continuing Education System (CES). He managed the AIA/CES Firm Leadership Symposium series and the AIA/CES Award of Excellence program. He served as staff liaison on the Advisory Panel for Professional Development of the Union of International Architects. With the AIA, Thom worked with 43 state licensing boards to establish mandatory continuing education requirements for architects and engineers. As Vice President of Education at the U.S. Green Building Council, he was responsible for the oversight of LEED related education for design professionals. Following the USGBC Thom was the Americas Region, Learning and Development Associate with the global engineering and design firm, Arup. Thom is a contributing author to the PSMJ Resources monthly newsletter and a Jury member for the 2015 & 2016 LearningElite Awards sponsored by CLO Media.

On-site minimum of 10 participants required to book this workshop.
Contact us about your workshop questions today; we're happy to help!

Embracing Sustainability in the Workplace

Sunset Beach, San Diego - Photo permission of Tiffany Elbogen

Description:

It’s a smart business practice and the right thing to do. Find out how to implement sustainability solutions for your workplace. Gain practical information for yourself and your employees to begin on Monday morning. Brand your organization in the world of environmental stewardship. Your instructors will detail and deliver practical approaches and applications toward implementing sustainability with guidance in planning procedures.

Take back practical tips on operating your indoor environments to consider air, water, lighting, fitness, nutrition, mind and comfort. For anyone pursuing a career in a company or in government where there is an effort to build awareness and to gain a deeper understanding of the importance of environmental stewardship and overall social responsibility.

Agenda: One Unit introduced each week.
Unit 1: The Business Case for Sustainability
-Concepts of Triple Bottom Line: People, Planet, and Profit.
-The Return on Investment ( ROI )
-Human Capital Indicators and Employee Engagement
-Transparency for Stakeholders
-Reducing Energy Use Saves on the Bottom Line

Unit 2: An Internal Sustainability Plan
-Initial Assessment of Current Business Model
-An Office Task Force is Essential
-Designing a Mission Statement
-Basics on Environmental Accounting and Reporting
-Monitoring and Evaluation

Unit 3: Wellness in the Workplace
-New Value Proposition for Well Offices
-Wellness Concepts: Air, water, light, fitness, nutrition, comfort and mind
-Risk vs Reward of Wellness Features
-Sick Building Syndrome

Unit 4: Inner Company Initiatives That Work
-Office Procedural Strategies
-A Strategy for Resource Management
-Assessing Current Supply Chain and Purchasing Procedures
-Tools to Track Sustainable Products and Verify Healthy Purchasing
-Suggestions For Greening Your Office

Knowledge Level:

This course is intended as a introduction to sustainability practices in the work environment.

Program Design:

This instructor-led course is delivered on-line 24/7. Approximately 16 hours over a 4 weeks. Highly interactive with individual activities, group discussions and faculty feedback. Brand your organization in the world of environmental stewardship. Your instructors will detail and deliver practical approaches and applications toward implementing sustainability with guidance in planning procedures.

Learning Outcomes Related to The Business Case for Sustainability:

At the completion of this course you will:
1. Know how to engage staff and co-workers to concentrate on efficient environmental practices and to develop internal planning and policy procedures.
2. Have the ability to implement sustainable business procedures and policies with practical applications.
3. Know how to measure and monitor the effectiveness of company office sustainability procedures.
4. Be able to identify the benefits of implementing healthier building renovations, establish energy saving policies, develop greener purchasing, water and waste procedures and initiate green fleet initiatives.
5. Know how to apply practical approaches and resource conservation measures that affect corporate culture.

Next available course:

• Monday, November 5 until Saturday, November 30, 2018.

• To register - go to YouGotClass/

Faculty

Kelly S. Gearhart

LEED Fellow, LEED AP BD+C, LEED AP O+M, a Principal with Triple Green Building Group, a green building consulting firm with locations in the San Francisco Bay area, Savannah, Georgia and Sophia, Bulgaria. Gearhart is a USGBC LEED Faculty member, Instructor for the University of California, former Manager of Commercial Green Building Services at Southface Energy Institute, Inc. and has been involved with green building education, technical assistance, and leadership since 2005. Accredited in the new Building Design + Construction and Existing Buildings: Operations + Maintenance programs, she has taught over 50 full-day and multi-day LEED courses, facilitated seven full-day and multi-day green building charrettes, presented at 12 conferences, consulted with more than 100 clients on green building strategies and worked on 25 LEED registered and certified projects across the U.S. and internationally.

Kerry Mitchell

Has authored over 150 hours of content on sustainability planning metrics. She teaches employees, affiliates and stakeholders about how the metrics of sustainability will provide measurable results.

Contact us about your session questions today; we're happy to help!

Simple LMS for Firms and Associations

Many LMS systems add confusion

Description

The Simple LMS is based on the philosophy: start as simply as possible and grow as needed with just the features and structures needed. Thus, the Simple LMS is a bare­bones LMS system created on a capable and scalable CMS (Content Management System) platform.

A simple LMS can be built on Drupal 7, and so has hundreds of available modules that can be easily added, as needed, for functionality and expansion. Drupal is also easy to customize (using PHP and CSS) for features and functions that are too custom to be already available as modules.

This start-­simple philosophy assumes that three areas will all be growing and developing together, over time, at a rate dictated by the will and resources of the company:

  • the development of in-­house custom courses and materials;
  • the development of in­-house staff dedicated to staff development and company learning; and
  • the development of company policies, learning metrics, and process for learning paths.

Starting as simply as possible means that the company’s needs and direction will determine the growth and development of the LMS to match.

Knowledge Level:

This course is intended as introductory, and does not include any tutorial content for using specific LMS.

Program Design:

This instructor led session is designed to be delivered on-line in a 1 hour time frame, or in-person in a 1.5 hour interactive format. While there will be time for questions about specific networks, the focus will be on understanding the fundamentals, functions, comparing and contrasting various networks.

Learning Objectives:

At the end of this program you will be able to:

1. List pro's and con's between a simple LMS and a feature-loaded LMS.

2. Explain the difference between SCORM import and export capabilities.

3. Outline a LMS policy for your organization with reasons for each decision.

4. Complete research for designing a simple LMS for your organization.

This Course is Recommended:

• Available online for individuals or small work teams.
• For Regional, State or local association events.
• To support a firm's or organization's internal curriculum.

No participant minimum required to book this session.

Faculty

Katin Imes is an experienced software developer, project manager, and a UX/systems designer. His passion and mission is creating access to the skills, tools, and knowledge that let people thrive in the Information Age. Specialties include: social networking software systems, online courses and LMS (Learning Management Systems), CMS (content management systems), online communities, e-commerce, Drupal, and Open Source. He has developed and managed web systems since 1996, the earliest days of the web, including server operations, hosting, security and encryption, e-commerce, and advanced back-end functionality.

Contact us about your session questions today; we're happy to help!

Cybersecurity for Small Businesses

Description

Cyber attack! It’s in the headlines nearly every day. Cybersecurity, or lack of is affecting thousands of business and individuals daily. We don’t all have the benefit of an IT department to protect our daily operations. What can you do to protect against a cyber theft affecting your monetary, operations, client information, or intellectual property? Learn to analyze potential cybersecurity threats and solutions that can be applied to your and business. Understand how to manage cybersecurity measures that are critical to maintaining your business operations and continuity. Determine how and when to call in law enforcement for cybersecurity issues. Identify action steps that can be taken to protect your data, designs and drawings from security threats and data breaches.

Knowledge Level:

This course provides and introduction and basic information to assist you in the cyber protection of your business.

Program Design:

This instructor led session is designed to be delivered on-line in a 1 hour time frame, or in-person in a 1.5 hour interactive format. While there will be time for questions the focus will be on understanding the fundamentals, functions, comparing and contrasting various scenarios.

Learning Objectives:

At the end of this program you will be able to:
1. Correctly classify the type of attack as one of: physical, remote, phishing, malware, or social engineering - given an attack scenario.
2. Correctly classify the scenario as a primary data breach or not - given an information exchange context and scenario.
3. Design an example social engineering attack, including fictitious company, information target, sample script, and fallback exit.
4. Search online for resources (keywords, context) and identify which ones are appropriate / helpful for a given need, purpose or situation.
5. Differentiate various Shareware and social media - impact, importance and pitfalls.

This Course is Recommended:

• Online for individuals or small work teams.
• For Regional, State or local association events.
• To support a firm's or small business Talent Management efforts.
No participant minimum required to book this session.

Faculty

Katin Imes is an experienced software developer, project manager, and a UX/systems designer. His passion and mission is creating access to the skills, tools, and knowledge that let people thrive in the Information Age. Specialties include: social networking software systems, online courses and LMS (Learning Management Systems), CMS (content management systems), online communities, e-commerce, Drupal, and Open Source. He has developed and managed web systems since 1996, the earliest days of the web, including server operations, hosting, security and encryption, e-commerce, and advanced back-end functionality.

Building a Design Firm'€™s Professional Development Program - Need Assessment and Analysis

Photo of computer showing data analysis display

Successful professional development programs require a system for identifying and analyzing educational needs that relate a firm's overall strategic plan. It is important to assess the learners' educational and professional development needs both short-term and long term.

In part three of this eight part series I have assembled requirements from several prestigious organizational award programs that appear with consistency. The self-assessment guidelines presented in this piece are intended to assist those individuals who are responsible for establishing and operating an Architectural/Engineering Design and Consulting Firms'€™ professional education department. The recommendations provided are organized in a manner that should be used as general guidelines to establish, organize, and manage the organizational structure of the firm. This assessment tool is not intended for the design or development of any individual course, certification, skill or professional program.

KEY 2: Need Assessment and Analysis
Here we examine the firm’s structure for gathering appropriate data and analyzing the firm’s educational needs and the staff member’s professional development. This section provides recommendations for how the firm configurations short and long - term education needs and professional development planning using multiple need assessment approaches.

The selection of information and data collection is critical to building a strong program foundation. How well does your firm match up?
1. There is an established process I place to determine what program evaluation information should be collected.
2. At least 3 different tools are used to collect supporting data to determine learning needs.
3. A review process is in place to determine appropriateness of educational information and activity content.
4. Staff members of the targeted profession (architect, engineer, interior designer, landscape architect, graphic designer, IT support, etc.) are included in the assessment process to determine learning needs of the audience.
5. There is an established process to determine what data will be shared and how it will be reported.

Regarding Data Analysis:
6. There is an established process to determine what program evaluation information should be reviewed and maintained.
7. There is an established process to determine who should review the data.
8. There is an established process for determining how comparative data will be used to measure performance.
9. Annually, the firm shares action(s) taken by the Learning and Development team that impacted the firm, based on business performance results.

Sources:
Using the Baldrige National Quality Award and IACET as models, a special task force created the AIA/CES Award for Excellence for The American Institute of Architects, Continuing Education System. This program was used as a cornerstone for building a national continuing education program that shaped education offered in the Architecture, Engineering, and Construction (A/E/C) industry. Today, other learning and development award programs such as the ASTD-Awards/Best-Awards and the Chief Learning Officer, CLOmedia Awards are also being used to elevate the practice of learning and development.

Building a Design Firm'€™s Professional Development Program Content and Design

Photo of small group breakout sessions

Short-term, develop a system that will collect appropriate subject matter content that addresses staff knowledge needs to support the firm'€™s projects. Long-term, consider a structured curriculum that supports the firm'€™s strategic plan and business needs. There are various formats and delivery models from which to choose - be sure that the content is appropriate for the format. Develop clear course learning objectives early as they will guide you in selecting the appropriate subject matter expert (SME), the best course content, appropriate course design, and the most effective delivery method. Determination should be made at this juncture, is it best to use inside sources, use an external vendor, or consider a blend of the two? This is a critical point in the process to insure that content matches any special requirement such as license or certification standards, such as CEU, PDH, CPD, MCE'€™s, HSW, LEED, ISO, ANSI, etc...

Continuing in part five of this eight part series I have assembled requirements from several prestigious organizational award programs that appear with consistency. The self-assessment presented in this piece are intended to assist those individuals who are responsible for shaping and managing the organizational structure of an Architectural/Engineering Design and Consulting Firms'€™ professional education department. This assessment tool is not intended for the design or development of any individual course, certification, skill, or professional program.

KEY 4: Content and Design

This segment examines the firm'€™s process, development and support for content selection, design and development. This section provides recommendations for how new, modified, and customized educational activities and services are selected and designed to meet the learning objectives.

Establishment of Learning Objectives
1. All educational activities are based on written Learning Objectives.
2. For each course/program ask, “What do you want the participant to be to do, or what should they know when they finish the course /program?€

Program Design
3. A criterion has been established that addresses the learner'€™s skill/knowledge level, such as awareness, practitioner, and mastery.
4. There is a process established for determining selection of program structure, content, materials and support resources, and course time based upon expected learning outcomes.
5. There is a process for developing instructor - led classroom and online courses verses self - paced learning.
6. There is a process for selecting and scheduling external education providers that complement the firm'€™s education goals and standards.
7. A process is in place for determining special qualifying designations for activities, such as Health, Safety and Welfare (HSW), LEED, ISO, ANSI, etc.
8. Changing professional requirements are incorporated into educational programs such as Mandatory Continuing Education (MCE), PDH, CPD state license etc.

Sources:
Using the Baldrige National Quality Award and IACET as models, a special task force created the AIA/CES Award for Excellence for The American Institute of Architects, Continuing Education System. This program was used as a cornerstone for building a national continuing education program that shaped education offered in the design industry. Today, other learning and development award programs such as the ASTD-Awards/Best-Awards and the Chief Learning Officer, CLOmedia Awards are also being used to elevate the practice of learning and development.

Building a Design Firm'€™s Professional Development Program - Business Development

Photo of Ready - Action - Camera

You can refer to this section as business development or client facing skills since few firm leaders consider that they include their in-house professional development programs as a part of their marketing and promotion efforts. Professional development within A/E firms has evolved during the past decade and it is time to re-think how A/E firms share and distribute their intellectual property with professional associations and clients. For those firms that already have in-house programs you likely already have components in place. I offered several suggestions last November in my blog Overlooked Internal Training Sources for A/E Firms.

Business development (marketing and promotion) is a critical element of every firm. If your professional development program is intended for internal use, then be sure that your marketing plan relates to the needs assessment of your staff and client'€™s knowledge needs. If the firm includes education as a part of external marketing efforts be sure that it is also included within the firm'€™s strategic plan for educating target audiences. A staff presentation at an industry conference is a good example. You may have the world'€™s most knowledgeable subject matter expert (SME), designed an interesting presentation, and even offered the program using an innovative delivery format. However, if the intended audience is not aware that course is being offered then be surprised at a low turnout. Those who rely solely on the firm'€™s reputation to spread the word will frequently fail. You must adequately promote and advertise each of your courses. Budget accordingly.

Continuing in part six of this eight part series I have assembled requirements from several prestigious organizational award programs that appear with consistency. The self-assessment presented in this piece are intended to assist those individuals who are responsible for shaping and managing the organizational structure of an Architectural/Engineering Design and Consulting Firms'€™ professional education department. This assessment tool is not intended for the design or development of any individual course, certification, skill, or professional program.

KEY 5: Business Development (Marketing and Promotion)

Key 5 examines the firm'€™s business development structure that includes marketing and promotion of the educational courses and programs. This section provides recommendations for how the firm should address both internal and external marketing and promotion or their education courses and programs.
1. There is an established long-term educational marketing plan in place that includes: budget and pricing; projected incomes (including internal between departments); registration and enrollment procedures; number of classes and class sizes per session; cancellation policies; fees (ex: staff, instructor, course development expenses; course materials, equipment, technical considerations, facilities).
2. There is a separate One-Year marketing plan.
3. Print and social media promotional and advertising methods are used to support the marketing strategy that includes related expenses.
4. Other promotional activities include publicity, advertising, open houses, press releases, etc. to clients supporting speakers at professional conferences.
5. Quantitative metrics are in places that measure indicators and provide current levels, trends, and any appropriate comparative data.
6. There is a process for projecting new educational activities.
7. The marketing plan and promotion efforts are evaluated for effectiveness annually.
8. A process for researching the regulatory standards and legal and ethical requirements that should be addressed through professional development.
9. A process for ensuring that the firm addresses its responsibilities to the client, the profession, and the community through community outreach through education and training.

Sources:
Using the Baldrige National Quality Award and IACET as models, a special task force created the AIA/CES Award for Excellence for The American Institute of Architects, Continuing Education System. This program was used as a cornerstone for building a national continuing education program that shaped education offered in the design industry. Today, other learning and development award programs such as the ASTD-Awards/Best-Awards and the Chief Learning Officer, CLOmedia Awards are also being used to elevate the practice of learning and development.

Building a Design Firm's Professional Development Program -€“ Evaluation and Improvement

Photo of an evaluation form

This final segment of an eight part series covers evaluation, feedback, and continuous improvements. As before, I have assembled requirements from various award programs that appear among several prestigious organizations with consistency. My intent here has been to provide a self-assessment tool that can be used to help improve and more effectively manage a firm's professional education department.

All successful programs include an evaluation and feedback process. A system should be established that will evaluate each course, service or product against (Key 3) measurable short and long-term educational goals using performance projections. Don'€™t collect data just because you can. Collect what you need to help make informed decisions. And if you collect it, don'€™t ignore the information and let it collect dust. Use the information to continually improve your program, build your reputation as a quality organization, and become more profitable.

KEY 7: Evaluation and Improvement

This section provides a list of award winning recommendations for the areas of educational evaluation and program improvement. For each section below there is and established process.

Selection of Information and Data Collection
1. Determine what program evaluation information should be collected, maintained, and reviewed.
2. Addresses the methods used to evaluate the quality of the education program.

Evaluation and Review of Educational Performance
3. Determining comparative data to be used to measure performance.
4. Evaluation of the educational system with identified areas for improvement.
5. Determining how learning activities reach their stated objectives.

Education-Specific Results
6. Evaluate performance results for education services, programs, certification, and licensure compliance.
7. Using information to improve program effectiveness.
8. Keeping current with the changing educational needs of the audience.

Accessibility and Complaint Management
9. Providing access and information to participants who seek assistance or voice complaints about the educational activities.
10. Ensures that complaints are resolved effectively and promptly.

Feedback and Continuous Improvement
11. Insures information is and data shared and reviewed by leadership, and appropriate committees and individuals with the expectations of continual improvement.

Sources:
Using the Baldrige National Quality Award and IACET as models, a special task force created the AIA/CES Award for Excellence for The American Institute of Architects, Continuing Education System. This program was used as a cornerstone for building a national continuing education program that shaped education offered in the Architecture, Engineering, and Construction (A/E/C) industry. Today, other learning and development award programs such as the ASTD-Awards/Best-Awards and the Chief Learning Officer, CLOmedia Awards are also being used to elevate the practice learning and development.

Overlooked Internal Training Sources for A/E Firms

Use Professional Presentations for Internal Development

This summer I was reading a firm’s internal newsletter and noticed that there were at least sixteen instances of the firm's staff providing presentations and white papers at a variety of fall, national and international conferences and workshops. Some of the professional associations that were hosting these events would be recording the presentations. In a few instances these recorded presentations would later be converted to recordings or webinars and sold for a profit by the association or organization.

Having worked with associations for many years I realize that some associations rely upon the professional members to give back to the profession by sharing their knowledge. I believe that this is a great service and I encourage professionals to share their knowledge and research with the industry that they represent. This knowledge sharing process has been going on for decades with the A/E industry. It has been a win-win for the professional and the association. The professional is provided a platform upon which she/he can share their knowledge, research and opinions. The association wins by being viewed as a reliable source of knowledge within the industry, and in some cases receiving a revenue source for providing seminars, workshops, recording and webinars to the profession.

The source of the knowledge most certainly comes from the professionals and the firm that support the research and experience. The winners here are usually those professionals who sit in attendance during the conference or workshop or who later purchase the video or webinar. What is so often missed – the professional’s presentation that is recorded at a conference for future redistribution and sales is not captured by the very firm that supports the professional’s research and experience in the first place. To add to the problem, the firm usually has to pay additional fees for their other employee members who want to hear or view the recorded presentation given by their fellow employee. In other words, firm end up paying the association for a copy of the recording or webinar that was provided by their own employee.

Professional development within an A/E firms has evolved during the past decade. It is time to re-think how A/E firms share and distribute their intellectual property with professional associations. I offer two suggestions to this dilemma.

One, the firm’s legal department should create a contract that predetermines use, sale and resale of related material of any presentation that is recorded by an association or hosting organization. If the original presentation is going to be recorded and used in any way as a revenue source for the association or hosting organization, then at a minimum a copy of the presentation should be provided to the firm for its own internal use and training.

A second option, the firm could record the presentation themselves and copyright the material. They could then distribute the material internally for reuse, internal training and sharing of select material with their clients. By copyrighting the presentations the firm could shape how the material might be used or redistributed by another organization at a later date. .

Evaluation and Improvement – The firm’s 7th key to quality continuing professional education

The question that I like to raise, "what does your firm do with the information collected after having employees evaluate each course upon completion?" Does your firm require course evaluations from each participant before certificates or credit is awarded? Does your firm use a competency based learning approach that ties into performance and bonus pay? Does your firm use a systematic approach to annual or semi-annual review of the overall education program? Does your firm integrate the results of the evaluations into the firm’s business plans? In order to establish a quality education professional education program you should have answered either “yes,” or answered, “We are working on all of these questions.”

It is amazing that firms spent time and effort to provide some type of an evaluation form for their employees and clients at the end of a training session and then do not use the results for improvement of the either the courses, instructors, staff performance, or business improvement. The opportunities for improvement within the firm are great. The collected information can be used to improve future course offerings, content, instructors, and delivery methods. Forward thinking firms can use the results to improve their firm’s product or services. They can also improve their firm’s marketing and promotion by having clients participate in select sessions.

Your firm could build a system that continually evaluates all of the courses and the employees upon completion of the courses. Curriculum could be developed from the results of the evaluations. Faculty or instructors could be developed from a selection process involving high performing employees. Performance improvement could be measured, evaluated and adjusted according to the business needs of the firm. Internal instructors, staff and human resources/training department staff could receive instantaneous feedback on what needs to improve, and maybe even how to improve. Use the information you collect to continually improve your continuing professional education courses and your business. Who knows, it might even help in the firm’s recruitment efforts when emerging professionals discover that the firm is serious about professional development.

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