Recruitment

Catalog of Available Courses and Workshops

Below are the titles of seven online courses and/or workshops that are available from Lowther7, LLC Catalog descriptions, learning objectives, and details for each are provided separately following this listing.

Creating Successful Talent Within Your Firm

Available online or by appointment.

Embracing Sustainability in the Workplace

Online only - Instructor-led.

Cyber Security for Small Businesses

Available online or by appointment.

Developing Online Courses

By appointment only - Instructor-led.

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

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!

A Traditional Approach to Mentoring

Flickr photo by Nantucket Historical Association

A mentoring program, as most professional development specialist would agree is generally built upon a pairing or matching of a mentor and mentee. A mentoring program is generally successful when the mentor is able to share, convey, teach and/or impart their knowledge or skills to the mentee. Historically the mentoring program grew from the concept of the apprenticeship where the master of a trade would impart their knowledge and skill to the apprentice. In many situations this is a very informal, loose understanding between two parties, the mentor and mentee. You are likely to find this scenario within a small office or across a profession with similar issues.

Creating a formal mentoring structure gets more complicate but the rewards can be great if the program is planned, designed and implemented well. Within a firm that structures such a program the firm may title such activities as a mentoring program, an internship, or even an intern development program (IDP). Some associations representing an industry or profession have similar programs. Some of the general benefits may be involvement of senior leadership and growth and development of the emerging professionals. For firms this may lead to better internal communications, improved retention and recruitment of staff, and a better return on financial investments of the human resource budgets.

The intent of a well planned mentoring program is to identify key leaders (mentors) that are willing to share their knowledge and time with the next level of potential leaders (mentees). A well designed program will set a framework and provide guidelines that participants use when participating in such a program. A well designed mentoring program allows for the mentor and mentee establishing goals and expected leaning outcomes from the experience. A successful mentoring program can be a win – win –win for everyone, the mentor, the mentee, and the organization that supports the program.

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.