CNL 545 Case Study: Joshua Name: Joshua Demographics Joshua is a 17-year-old Caucasian male. Joshua is a junior in high school and his parents report he is an “average†student, earning Bs & Cs a majority of the time. Joshua is the youngest of four children, his two eldest siblings no longer live in the family home. Joshua’s 19-year-old sister lives in the family home while she attends the local college. Joshua is a medium build Treatment History Joshua was hospitalized last year for a substance abuse disorder.

Joshua has been using drugs and alcohol since his 12th year. Current Treatment Joshua reports he has no current therapist, “They just don’t listen to me and even when they do they don’t understand my issues.†Current Disposition Joshua has called the hotline reporting “I just don’t see any reason to go on.†Joshua reports that his girlfriend recently broke with him and he has been feeling hopeless about his future. Joshua reports that he plans to “Play in traffic†soon. © 2019. Grand Canyon University. All Rights Reserved. ï‚· ï‚· South University file:///C|/Users/CWATKIM/Desktop/Strategic%20Training.html[6/6/:39:56 AM] Strategic Training Strategic training initiatives are learning-related actions that a company should take to help itself achieve its business strategy.

The initiatives are based on the business environment, an understanding of the company's goals and resources, and the insights regarding potential training options. There is a tendency for a disconnect between strategy and execution. Strategic training initiatives provide a roadmap to guide specific training activities and articulate how the training function will help the company reach its goals. Common strategic initiatives include: Diversify the learning portfolio—provide more training than traditional programs. Expand who are trained—provide more training to more groups of employees.

Accelerate the pace of learning—provide more just-in-time training. Improve customer service—training should place a greater emphasis on service competencies. Provide development opportunities and communicate with employees—ensure employees recognize they have opportunities to learn and grow. Capture and share knowledge—capture and share knowledge to ensure it is not lost if key employees leave. Align training with the company’s direction—link training to strategy.

Ensure that the work environment supports learning and transfer of training—ensure there exists a positive learning climate for training. The next step in the process is to determine the activities that align with the strategic initiatives. Activities will vary based on the initiatives that were developed. Lastly, strategic training process helps determine if training investments were successful in helping an organization achieve its goals and objectives. The business-related outcomes examined should be directly linked to the business strategy and goals.

Some companies use the balanced scorecard as a process to evaluate all aspects of the business. The balanced scorecard considers four different perspectives: Customer (time, quality, performance, service, and cost) Internal business processes (processes that influence customer satisfaction) Innovation and learning (operating efficiency, employee satisfaction, and continuous improvement) Finance (profitability, growth, and shareholder value) Benefits of Balanced Scorecard The balanced scorecard provides an avenue to performance measurement that delivers managers the opportunity to review the overall company performance and/or performances of specific departments, like training from an objective standpoint of internal and external customers, employees, and shareholders.

Given below is an example of items that could be included on a manufacturing balanced score card. Please note the items are specific, measurable, attainable, realistic, and timely (SMART). The SMART descriptors are a tool to ensure that each training objective is recognized and can be evaluated using metrics. The numbers relate to annual budgetary goals as stipulated by the strategic planning process. Objective Metrics Target Results Responsibility Market Increase market share Increase market share by 2% By the end of the fiscal year Increase level of primary supplier by 10% Vice President (Marketing) Production Increase productivity Increase productivity by 1.5% By the end of the fiscal year Remove the lowest 5% of least profitable products Vice President (Manufacturing) Profit Elevate the net profit Increase net profit by 2% By the end of the fiscal year Increase to be demonstrated in the annual report Chief Operating Officer (COO) We must also be cognizant of the advantages and disadvantages of a balanced score card.

Advantages Disadvantages A clear picture is presented to demonstrate the inherent relations among the various entities striving for organizational improvement. Creating a balance sheet could be expensive and time consuming. The items in the balance sheet highlight the company performance. Creating a balance sheet requires extensive data mining. The balance sheet highlights the strategic goals and makes them SMART.

Objectives defined in the balance sheet may have poor support from the employees. Additional Materials South University file:///C|/Users/CWATKIM/Desktop/Strategic%20Training.html[6/6/:39:56 AM] From your course textbook, Employee Training and Development, read the following chapters: Introduction to Employee Training and Development Strategic Training Local Disk South University CNL-545 Case Study: Desert Viejo (DV) Elementary School Demographics DV Elementary School is situated in a working class neighborhood. It is a K-6 school and has student body of 1,200 children. The population of students is diverse in culture and race. Disposition This morning, as the children were preparing to go to lunch, a distraught father entered the school yard.

Earlier in the day, the distraught father, “Ben†had had another argument about custody and visitation with his ex-wife. Ben’s daughter Sierra is an 8-year-old 4th grader at DV Elementary School. When Ben entered the school grounds, he was carrying an M-16 assault rifle. Ben is a retired veteran who likes to collect guns. His M-16 was equipped with an extended clip, allowing him to carry over 50 rounds of ammunition in the clip attached to the gun.

Ben eventually made his way into the school, then the front administrative office and emptied all 50 rounds on the occupants. A group of students were passing by the front office as the assault began. One child was injured, but not fatally. When emergency services arrive and secure the locked down school, they count 5 fatalities. One of the fatalities was Ben, who took his own life with a hand gun after his killing spree.

The small group of children passing by the office at the time of the assault were the only children who witnessed the horror. The remainder of the student body and teachers reported hearing “pops,†crashing, and “breaking stuff†from their classrooms. © 2019. Grand Canyon University. All Rights Reserved.