[Catalog description for my new book]  Training That Delivers Results Instructional Design That Aligns with Business Goals Dick Handshaw  Instructional designers and other training professionals are often forced into order-taking roles. The company wants training on a specific topic—business writing, behavioral interviewing, customer service—and a one-size-fits-all module is produced. Training That Delivers Results offers a far better way to educate employees, one that connects learning solutions with strategic business goals. Rather than being told what to teach, proactive designers collect data to define problems and develop training interventions. Written by one of the originators of computer-based training, Handshaw’s results-oriented model is systematic, yet flexible, and works for both instructor-led training and e-learning. Readers will learn how to: Analyze performance gaps ● Create targeted performance objectives and connect them with the right measurement tools ● Determine the best instructional strategy and the appropriate media ● Build consensus with project blueprint meetings ● Evaluate the effectiveness of training and use the data to continually improve. Learning goals and business goals should go hand in hand. Here are the tools, worksheets, and assessments needed to tie the learning experience to enhanced performance outcomes—and deliver sustainable, quantifiable business results.  Dick Handshaw (Charlotte, NC), president of Handshaw, Inc., is a consultant, speaker, and pioneer in the field, with more than 35 years of experience as a learning and performance improvement professional.    

Check out my new book cover...: Training That Deliver Results Instructional Design that Aligns with Business Goals

Instructional designers and other training professionals are often forced into order-taking roles. The company wants training on a specific topic—business writing, behavioral interviewing, customer service—and a one-size-fits-all module is produced. Training That Delivers Results offers a far better way to educate employees, one that connects learning solutions with strategic business goals. Rather than being told what to teach, proactive designers collect data to define problems and develop training interventions. Written by one of the originators of computer-based training, Handshaw’s results-oriented model is systematic, yet flexible, and works for both instructor-led training and e-learning. Readers will learn how to: Analyze performance gaps ● Create targeted performance objectives and connect them with the right measurement tools ● Determine the best instructional strategy and the appropriate media ● Build consensus with project blueprint meetings ● Evaluate the effectiveness of training and use the data to continually improve. Learning goals and business goals should go hand in hand. Here are the tools, worksheets, and assessments needed to tie the learning experience to enhanced performance outcomes—and deliver sustainable, quantifiable business results. Dick Handshaw (Charlotte, NC), president of Handshaw, Inc., is a consultant, speaker, and pioneer in the field, with more than 35 years of experience as a learning and performance improvement professional.

Feb 3-5, 2014 Breakout Session - "The Gaps Map: Identifying Business, Performance, and Skills Gaps".  Please join Dick and many of your peers at the San Diego Convention Center.  http://www.trainingmag.com/articles/conferences

Nov. 14, 2013 Presentation - "Performance Partnering - Proactive and Reactive Performance Consulting". Please join Dick and your peers for this upcoming event. For more information on the presentation description including the performance objectives please click this link. http://www.dickhandshaw.com/presentations#8   

Oct 10, 2013 Presentation "Analyzing Performance Gaps: The Gaps Map" Oct 11, 2013 "The Gaps Map Workshop"  http://www.astdchatt.org/Events?eventId=664367&EventViewMode=2&CalendarViewType=0&SelectedDate=8/20/2013

  Telework option for foreign service officers’ families in pilot phase Employers’ increased acceptance of telecommuting and flexible schedules is redefining the workweek. "Workers want more flexibility in their schedules, and with improvements in technology that enable employees to check in at any time, from anywhere, it makes sense to allow employees to work outside the traditional nine-to-five schedule," said Rosemary Haefner, CareerBuilder’s chief human resources officer, in a statement. Telecommuting specifically has grown in popularity over the past five years, according to the Society for Human Resource Management’s 2015 Employee Benefits research report. Sixty percent of surveyed...

Oct 17, 2013 Presentation - "Doing More with Less" Click here to register.

I would like to take this opportunity to thank our clients, partners, vendors and our dedicated team for the opportunity to work together and serve our clients for the past 28 years.  We don’t intend to slow down and in fact have aggressive plans to continue for many more years.  Everyone defines their own personal success in different ways and based on what is important to them.  I’ve always believed if you really enjoy your work every day, trust your gut instincts, and surround yourself with talented and like-minded people you can exceed your goals over the long haul… All the best! Dick           

Performance Partnering - Proactive and Reactive Performance Consulting:  In many companies and organizations it is no longer acceptable for learning and organizational development professionals to conduct business as order takers.  Internal consultants are expected to practice performance consulting with their clients in order to achieve measurable returns on the investments made in organizational initiatives.  Performance Partnering is focused on enhancing the skills of internal consultants to support the goal of establishing strong proactive partnerships with their clients.  The Performance Partnership presentation exposes participants to Handshaw’s two-part process. The first part of the process is the introduction of proactive performance partnering. Participants learn and practice the skills required to develop the consultative partner relationship with key clients and leaders in the organization. This can be a difficult challenge for some organizations. Participants will be shown positive and unacceptable examples and will be able to visualize the process as they watch one team of participants perform a live role play during the session. The second part of the process focuses on re-framing. Participants will learn how to handle inappropriate client requests in a way that yields better results for the consultant and the client.  One team of participants will develop skills using a re-framing exercise that allows them to play the role of the consultant and client during practice.    Performance Objectives:  -Engage clients in discussions about business goals and barriers tperformance even when there is no immediate project or opportunity on the table. -Engage the client in an open discussion about business needs and the performance required to support them. -Observe eight skills that will facilitate the proactive interview. -Observe and improve eight skills that will facilitate the re-framing discussion. -Identify opportunities to conduct further analysis of the performance needs in order to identify learning needs. This meeting will take place at… … Mary D. Pretlow Anchor Branch Library 111 West Ocean View Avenue, Norfolk VA 23503