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In this issue readers
will find:
Staff Education and Training Programs - Nuts, Bolts and Assembly
Coming Next Month - Ways CPCs and CTSs Can Promote Their Credentials
Fast Fact - Managing Commitments Greatest Deterrent to Adult Study
NAPS Certification Immersion Classes Evolving Schedule for 2007
Relevant Research - Top U.S. Firms at Advancing Diversity
Frequently Asked Questions -
Registering for the National Registry of Certified Staffing Industry Professionals
Message from the Editor
About The NAPS Credential
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Volume 1, Number 5
December 2006
Frank Burtnett, Ed.D.
NAPS Certification and Education Consultant
Ever look at your conference room and see it as a classroom? Ever think that you may know more about
the needs of your staff members at every level of the operation than any external training program
that is trying to sell you a "off the shelf" or "one size fits all" program? Ever view yourself
and your experienced senior staff as teachers and mentors? If you discovered yourself nodding
in the affirmative to the above questions and you are open to considering a new or expanded
educational role for your firm, this article may offer some guidance regarding what needs to
happen to develop and implement a firm-specific education and training program.
When an owner or the managers of a staffing firm get a handle on what ongoing education and training needs exists within their workforce, the solution is usually one of "build" or "buy." Either investment can pay dividends. This article, however, will focus on the development and implementation of a "home cooked" or "in-house" program for local consumption. Whether designed for a firm of 5, 15, 50 or more, a staff education and training program can have a positive impact on your bottom line.
Learning and So Much More
First, by creating a tailored education program the firm can ensure that staff members at every level will be exposed to the knowledge and skill development each must have to do their job effectively and with a measure of confidence. Second, your employees will applaud the investment you are making in their personal career development and the effect their growth will have on the team development in your company---a "win-win" situation if there ever was one.
Staff programs allow the firm to address its specific education and training needs and to focus on the issues and problems that need attention. They give the firm control over curriculum content and can often be conducted in a more cost effective manner. The overall outcome is a knowledgeable, skilled cadre of professionals and support personnel contributing to the business success of the firm.
In-house programs, however, are not the cure for every educational need. They are not a substitute for the training and networking opportunities afforded by national, regional and state conferences where participants can also be exposed to noted experts, trendy issues and the opportunity to "rub elbows" with peer professionals from across the staffing industry. Additionally, they will not be as effective as the training offered by a local community college or a training provider where the objective is total immersion in a subject, product or service. In those instances, it is best to sign up for a class, register for the workshop or conference or purchase the manual, CD or videotape.
An added benefit of a comprehensive staff development and training program occurs when NAPS Certified Personnel Consultants (CPCs) and Certified Temporary Staffing Specialists (CTSs) are able to gain the continuing education experience required for certificate maintenance without leaving the friendly confines of the company offices.
The Evolution of a Staff Education and Training Program
Consider that your staff education and training program is going to come about in five phases:
- Planning
- Design
- Implementation
- Evaluation
- Maintenance
The five stages above should be viewed as dynamic, fluid and cyclical in nature, not simply as rungs on a ladder. This model suggests that certain tasks need to be performed at various levels of the program development process in order to maximum success to be achieved. They include:
Planning Tasks
Assess staff education and training needs - Determine through surveys and interviews exactly what staff members feel are their training needs. Rely on owner/manager observation of strengths and weaknesses as an indicator of future education need.
Set overall learning objectives and define outcome measures - Determine what you believe would be a successful product of the training? What do you want staff members to learn? What skills will they develop? Let outcomes guide planning.
Examine existing programs and prospective contributors - Determine if any existing training programs exist that will achieve your desired goal in their present form or with modification? Reinventing the wheel can be timely and costly so avoiding it is essential. Are there individuals on staff who possess unique knowledge, skills and experiences? Enlist them as teachers and mentors.
Gain owner/senior leadership commitment - Generate support for the direction you are moving. Leadership "buy in" is essential.
Identify leader or leadership team - Successful education and training programs need to have a responsible leader at the helm. While it may take a firm of substantial size to merit having an education and training manager, even the smallest of operations has to have someone in charge, even if education and training is only a portion of their job description.
Create ideal program - Propose an infrastructure that includes individual components (classes, workshops, seminars, tutorials, independent study) tied together into a program). Make certain the program is "business friendly" and not intrusive. Staff members in training are not serving clients.
Establish timeline/calendar - Determine when various components should be delivered and establish schedule.
Design Tasks
Identify specific objective(s) - Focus on the objectives that need to be addressed in the individual parts of your program (classes, workshops, tutorials, etc.) and determine learning outcomes of each.
Identify trainers and teachers - Analyze staff competencies first and then look outside the organization to find the appropriate individuals to build curriculum and conduct training. Determine contributors, define the scope of their contribution and gain their commitment to the program. Don't underestimate the pool of potential trainers you have on your staff.
Determine curriculum and format - Develop the M&M part of the program---the Message and the Methods. What is the body of knowledge you hope participants will learn? What are the skills you want them to acquire? What training methods (e.g., lecture, "hands on" practice, discussion group, combination of methods, etc.) will most likely bring about desired outcomes?
Develop materials and identify resources - Create or select the tools that will help convey the curriculum, including reading materials, handouts, etc. Remember that "home made" items can be more relevant at times than generic tools.
Determine evaluation strategies and create instruments/protocols - How will you know that outcomes have been met? Develop any survey or evaluation forms or interview protocols that will allow you and the trainer to assess the effectiveness of the training, transfer of knowledge and acquisition of skills. Use what you learn.
Conduct field tests - Encourage trainers to hold "dress rehearsals" of their actual class, workshop, etc. in order to test methods, generate flow of content and address other delivery concerns. Modify curriculum and methods based on immediate feedback.
Implementation Phase
Install program - This is the "do it" part of the process, the time when planning and design efforts bear fruit and staff members avail themselves of the educational and training opportunities you have created.
Evaluation and Maintenance Phase
Assess effectiveness - Basically, you want to know three things---What learning occurred? Was the training process efficient? How can you make the program better? Thorough review of each component (class, workshop, etc.), as well as an occasional examination of the big picture (full education and training program), will yield the desired findings. Participant input is essential, but also gather the assessment of planners, designers and teachers/presenters/
Maintain and grow program - Effective evaluation will yield data that tells you something about the relevance of your educational offering and the degree to which it is being effectively transmitted to the learner. Keep and improve quality programs. Modify those that need to be repaired. Discard those that are ineffective or become irrelevant. In the end you will have viable staff education and training program.
Summary
The reader may be asking the question---"How can this firm afford to devote the human energy and fiscal resources to such an endeavor?" The more appropriate question may be---"How can you afford not to?"
Throughout education, students are being prepared for lifelong learning in order to advance their careers and remain relevant as a contributing member of the workforce. In order to be competitive, American business is going to play a much larger role in staff education and training. The workplace of the future is going to become a learning place.
Your survival in a competitive business climate will be directly linked to the efficiency and effectiveness of the team that you create and maintain. The application of knowledge and skill result in competency. Competency generates loyalty and confidence---two significant foundations for your business success.
Note: Comments or questions may be directed to Dr. Burtnett at fburtnett@recruitinglife.com
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Coming Next Month
Ways CPCc and CTSs Can Promote Their Credentials
Individuals who have earned the CPC and CTS certificate(s) have every right to boast about the
credentials they have achieved and aid both the public and their clients in gaining a better
understanding of NAPS certification and why it is important for consumers. The next edition of
The NAPS Credential will offer readers some time honored strategies for credential advocacy and
educating the public. Watch for this in January.
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Fast Fact - Managing Commitments Greatest Deterrent to Adult Study
The greatest challenge that adults face in returning to school is the ability to manage other
commitments while attending to their studies. Survey findings released by Capella University
and posted in USA Today found the following top deterrents to study by adults:
Managing other commitments as well as attending school - 73%
Finding the money - 70%
Providing for family while in school - 62%
Making a commitment to how long it will take - 61%
Attending classes regularly - 61%
Note: Multiple responses were permitted.
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NAPS Certification Immersion Classes Forming for 2007
A new tool in preparing certification candidates for certification, the NAPS Certification Immersion
Class, is growing in popularity and nine classes have been already been scheduled for 2007,
including the following training dates/sites:
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2007 Date
February 22
April 12
April 15
April 25
April 26
May 3
September 27
October 31
December 7
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Site
Nashville, TN
Hartford, CT
New York, NY
Charlotte, NC
Dallas, TX
Sunset Beach, NC
Chicago, IL
San Antonio, TX
Cheshire, CT
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Sponsor
Tennessee APS
New England APS
IPA
Top Echelon
Texas APC
NC and SC APS
Top Echelon
NAPS Pre-conference
Connecticut APS
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Each class is taught by Robert Style, Esq. and Dr. Frank Burtnett of NAPS
certification leadership team. Attorney Style is the author and coauthor
of the NAPS legal training manuals and Dr. Burtnett has served as the NAPS
certification and education consultant since 1995. To learn more about
sponsorship of a NAPS Certification Immersion Class or to register for
one of the above classes, contact John Sacerdote, NAPS Vice President
at jsacerdote@recruitinglife.com or 860.243-0811.
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Relevant Research - Top U.S. Firms at Advancing Diversity
A study recently released by Diverse Issues In Higher Education magazine offers an appraisal of the U.S.
corporations that advance diversity objectives in their career recruiting and human resources
endeavors. Enterprise Rent-a-Car, Target, IBM, Ford and Microsoft were the Top 5 of thirty
national firms cited by the study which asked college career services officers what firms were
doing the most effective job at recruiting diverse students for professional positions with their
companies. Another interesting finding of the study identified the characteristics applicants
sought in "diversity friendly" companies. To access the survey report and the full
list, go to: www.diverseeducation.com/CareerSurveyResults.
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Frequently Asked Questions
Each edition of The NAPS Credential will answer one or two questions being asked by CPCs and
CTSs as they interface with leaders and the NAPS national office.
Question: If I am dually-certified as a CPC and CTS, how many continuing education
units (CEUs) must I acquire every three years to maintain my certification?
Answer: Holders of both credentials need only acquire 5.0 CEUs or 50 continuing
education contact hours.
Question: Do I quality for CEUs if I am serving as the trainer/presenter
of a workshop or class?
Answer: NAPS abides by the standards of the International Association for
Continuing Education and Training (IACET) which limits CEUs to only those
being trained. They cannot be earned for preparing or delivering training
programs. If, however, you are co-trainer, you can earn credit for the portion
of the program when you are present and participating.
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Message from the Editor - Let The NAPS Credential Hear from You
Have a question about certification or continuing education? Let us know the issues and
concerns that are on your mind and they may become subjects or FAQ materials for future
editions of The NAPS Credential. NAPS would especially encourage you to submit
information about CPCs and CTSs who are making the news and performing outstanding
professional feats. Our goal is to provide news, research and resources that will
help you do a more effective job. Direct any thoughts or input to fburtnett@recruitinglife.com.
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About The NAPS Credential
This electronic newsletter is distributed monthly to all active Certified Personnel
Consultants (CPCs) and Certified Temporary Staffing-Specialist (CTSs) for whom NAPS
has email addresses. Should you know an individual who is certified and not
receiving The NAPS Credential, tell him or her to go to
www.nrcsip.com and post their
name and basic contact information on the National Registry of Certified Staffing
Industry Professionals (NRCSIP). Once his/her credentials have been verified, the
individual will be automatically place on the monthly distribution list for
this newsletter.
The reference to a product, service or activity or appearance of a web site
in The NAPS Credential does not imply endorsement by NAPS. Any views and opinions
are those of sponsoring organization and may or may not be shared by NAPS.
Direct comments, questions and submissions to
fburtnett@recruitinglife.com. All
submissions will be subject to review by ACA for accuracy, timeliness and relevance
to the readership and may be edited to meet space parameters.
Robert Larson, CPC, Chairman
larson@jobsbl.com
Conrad Taylor, CPC, CTS, President
Conrad.taylor@recruitinglife.com
John Sacerdote, CPC, CTS, Vice President
jsacerdote@recruitinglife.com
Frank Burtnett EdD., Editor
Certification and Education Consultant
fburtnett@recruitinglife.com
NAPS Web site: www.recruitinglife.com
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