Surviving troubled times: Five best practices for training professionals

Villachica, Steven W.; Stepich, Donald A.

doi:10.1002/piq.20083

Cited by 4 publications

(2 citation statements)

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“…This necessity extends beyond the employees to encompass all echelons of leadership within the organisation, setting a positive example for subordinates and encouraging them to pursue knowledge acquisition. Participation in leadership development initiatives is crucial for leaders to fortify their competencies and expertise, enhancing their efficacy in formulating and carrying strategies (Villachica and Stepich, 2010). The same principle applies to employees, as providing them with opportunities for further training can enhance their job proficiency and support the effective implementation of desired changes.…”

Section: Learningmentioning

confidence: 99%

Catalysing Change: The Power of Effective Leadership in Driving Innovation

Hayat

2024

EATP

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This study aims to elucidate the concept of effective leadership and its ability to instigate advantageous transformations that enhance organisational performance and foster innovation within the contemporary business landscape. The discourse within this article will encompass a comprehensive analysis of effective leadership and change management, including an exploration of how leadership influences various organisational facets such as trust, cultural dynamics, and strategic clarity, thereby enabling and supporting change initiatives. Leadership stands out as a pivotal element in driving positive organisational change; the absence of robust leadership within an organisation may impede its capacity to evolve in alignment with its objectives, potentially leading to adverse outcomes.

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Section: Learningmentioning

confidence: 99%

Catalysing Change: The Power of Effective Leadership in Driving Innovation

Hayat

2024

EATP

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“…When employees are not performing as expected, supervisors all too often automatically assume that they do not know how to do it , and training is prescribed as the cure‐all (Chevalier, 2014; Nickols, 1986; Stolovitch & Keeps, 2006). However, training is an effective solution only when the underlying cause is a knowledge or skills deficit (Villachica & Stepich, 2010). Of course, a true knowledge–skills gap can occur when employees are new to a job, or a certain aspect of the job such as processes, procedures, tasks, and equipment is new to them (Mager & Pipe, 1983).…”

Section: People With Serious Mental Illness (Smi) Who Receive Public Benefits Want To Workmentioning

confidence: 99%

Opening Doors to Employment: A Needs Assessment to Investigate Benefits and Work Counseling for People with Serious Mental Illness

Horsman¹,

Sullivan²,

Giacumo³

2021

Performance Improve Qtrly

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A needs assessment offers empirical evidence that organizational leaders can use to make defensible decisions to achieve desired results. Thus, this case study describes a needs assessment in which we sought to improve the performance of organizations delivering benefits advisement for people with serious mental illness (SMI) within their vocational rehabilitation program. To achieve a high level of confidence in the conclusions drawn from the data gathered, we triangulated different sources and data collection methods. To ensure a systemic representation, we gathered data from informants at all levels of the synchronized analysis model (SAM) (Marker, A., 2007, Synchronized analysis model: Linking Gilbert's behavior engineering model with environmental analysis models, Performance Improvement, 46(1), 26–32), including vocational rehabilitation professionals and their supervisors, directors of managed care organizations, and State Agency A (pseudonym). Data collection methods included extant data review, semi‐structured interviews, and a scenario‐based assessment. A client sponsor used the results to prioritize and select performance improvement interventions. In this article, we share the case study process and findings.

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