Activity Description–Unit 10This link will take you directly to the training course:https://www.sba.gov/tools/sba-learning-center/trai…I have attached all related materials Please go through them carefullyAll the work must be originalTurnitin report is required
Unformatted Attachment Preview
Web-Based Training Activity
This activity requires you to do the following:
Access the web-based training created by the U.S. Small Business
Administration on customer service linked here.
Complete the online training, including all units.
When you reach the final screen that produces a Certificate of
Completion, follow the prompts to produce the certificate. Save the
certificate by creating a screenshot of it. Paste and place the screen
shot in the designated area on the final page of this document.
See the “How to Create a Screen shot” notes on the next page if you
are unfamiliar with how to do this.
Evaluate the online training by giving consideration to ideas discussed
in Unit 10 specifically, as well as what you have learned throughout
the course to this point regarding T&D generally. Use the form on the
final page, taking as much space as you need to respond, to complete
How to Create a Screen Shot
If you are unable to print, scan and attach the confirmation that you completed the
online training, as an alternative you can create a “screen shot” of the confirmation
page and submit that as a document along with our activity.
To create a screen shot using Microsoft Windows…
While you are on the certificate page press the Print Screen key. Doing so will
capture a screenshot of the entire desktop area. It places this image in the
clipboard. From here open Word and paste the screen shot either by using the paste
icon that appears in the toolbar at the top of the page or by right clicking your
mouse and selecting “paste” from the dropdown menu.
To create a screen shot using Mac…
While you are on the certificate page press the Command-Shift-3 combination of
keys to take a screen shot of the entire screen. It places this image in the clipboard.
From here open a Word document and paste the screen shot within the word
If you are using and HP laptop you will need to do the following…
While you are on the certificate page press the “home” key while holding down the
“fn” key (with the box around it). This will place an image in the clipboard. Open
Word and paste the screen shot either by using the paste icon that appears in the
toolbar at the top of the page or by right clicking your mouse and selecting “paste”
from the dropdown menu.
If none of the above work…
Google “why won’t my print screen key work” and you will likely find directions
(like those above for HP laptops) that are specific to your computer.
Web-Based Training Activity Evaluation
1. To what degree and in what ways was the training simple or complex?
2. Was the training accessible in three clicks or less? Did it contain any dead ends?
3. How was the content sticky? Was it simple, concrete, credible? If so, why? If
not, what else did it need to make it sticky?
4. Was it well organized and presented in manageable units?
5. Did it contain a clear overview, as well as clear previews and summaries? Did it
have some form of review at the end? Where there any opportunities to access
Paste the Screen Shot of Your Certificate of Completion (with your name
typed in) below the line.
On-The-Job Video Gaming
Page 1 of 1
MARCH 27, 2006
NEWS: ANALYSIS & COMMENTARY
On-The-Job Video Gaming
Interactive training tools are captivating employees and saving companies money
Laura Holshouser’s favorite video games include Halo, Tetris, and an online training game developed by her employer. A training game? That’s
right. The 24-year-old graduate student, who manages a Cold Stone Creamery ice-cream store in Riverside, Calif., stumbled across the game on
the corporate Web site in October.
It teaches portion control and customer service in a cartoon-like simulation of a Cold Stone store. Players scoop cones against the clock and try
to avoid serving too much ice cream. The company says more than 8,000 employees, or about 30% of the total, voluntarily downloaded the
game in the first week. “It’s so much fun,” says Holshouser. “I e-mailed it to everyone at work.”
Slide Show >>
The military has used video games as a training tool since the 1980s. Now the practice is catching on with companies, too, ranging from Cold Stone to Cisco Systems Inc.
(CSCO ) to Canon Inc. (CAJ ) Corporate trainers are betting that games’ interactivity and fun will hook young, media-savvy employees like Holshouser and help them grasp
and retain sales, technical, and management skills. “Video games teach resource management, collaboration, critical thinking, and tolerance for failure,” says Ben Sawyer,
who runs Digitalmill Inc., a game consultancy in Portland, Me..
The market for corporate training games is small but it’s growing fast. Sawyer estimates that such games make up 15% of the “serious,” or nonentertainment market, which
also includes educational and medical training products. Over the next five years, Sawyer sees the serious-games market more than doubling, to $100 million, with trainers
accounting for nearly a third of that. It’s numbers like those that prompted Cyberlore Studios Inc., maker of Playboy: The Mansion, to refocus on training games — albeit
based on its Playboy title. And training games will be top of mind at the Game Developers Conference in San Jose, Calif., this month.
Companies like video games because they are cost-effective. Why pay for someone to fly to a central training campus when you can just plunk them down in front of a
computer? Even better, employees often play the games at home on their own time. Besides, by industry standards, training games are cheap to make. A typical military
game costs up to $10 million, while sophisticated entertainment games can cost twice that. Since the corporate variety don’t require dramatic, warlike explosions or complex
3D graphics, they cost a lot less. BreakAway Games Ltd., which designs simulation games for the military, is finishing its first corporate product, V-bank, to train bank
auditors. Its budget? Just $500,000.
DRAG AND DROP
Games are especially well-suited to training technicians. In one used by Canon, repairmen must drag and drop parts into the right spot on a copier. As in the board game
Operation, a light flashes and a buzzer sounds if the repairman gets it wrong. Workers who played the game showed a 5% to 8% improvement in their training scores
compared with older training techniques such as manuals, says Chuck Reinders, who trains technical support staff at Canon. This spring, the company will unveil 11 new
Games are also being developed to help teach customer service workers to be more empathetic. Cyberlore, now rechristened Minerva Software Inc., is developing a training
tool for a retailer by rejiggering its Playboy Mansion game. In the original, guests had to persuade models to pose topless. The new game requires players to use the art of
persuasion to sell products, and simulates a store, down to the carpet and point-of-purchase display details.
Don Field, director of certifications at Cisco, says games won’t entirely replace traditional training methods such as videos and classes. But he says they should be part of
the toolbox. Last year, Cisco rolled out six new training games — some of them designed to teach technicians how to build a computer network. It’s hard to imagine a drier
subject. Not so in the virtual world. In one Cisco game, players must put the network together on Mars. In a sandstorm. “Our employees learn without realizing they are
learning,” says Field. Sounds suspiciously like fun.
By Reena Jana
Advertising | Special Sections | MarketPlace | Knowledge Centers
Copyright 2000- 2012 Bloomberg L.P.
All rights reserved.
Canadian HR Reporter – Article – ‘Growing acceptance’ for virtual training: Survey
Page 1 of 1
Jun 29, 2011
‘Growing acceptance’ for virtual training: Survey
Benefits include lower costs, convenience, efficiencies
There is a growing acceptance of virtual solutions for corporate training and HR applications, according to a survey by
ON24 in San Francisco, provider of webcasting and virtual event solutions.
A majority (88 per cent) of more than 3,000 HR professionals in the United States stated virtual training lowers overall
training costs and 85 per cent find virtual corporate training more convenient than in-person training.
More than 48 per cent of the respondents also said virtual training is more efficient and 77 per cent stated traveling to
physical events is costly and time-consuming compared to logging on to a virtual event. In addition, almost 60 per
cent stated retention rates for online training were equal to or better than in-person educational sessions.
On the environmental side, 56 per cent of ON24’s survey respondents said online events are greener than in-person
“Virtual training continues to gain mindshare and traction across a broad range of industries because it is a proven
way to reduce expenses, increase convenience and provide a greener alternative to physical events,” said Denise
Persson, chief marketing officer of ON24.
Some 67 per cent of those surveyed agreed virtual environments allow HR professionals to allocate their time more
efficiently overall and 62 per cent felt HR activities such as annual benefits enrolment and employee certification and
testing programs would be easier if conducted online. More than one-half (54 per cent) cited the ease of conducting
new hire orientation online.
© Copyright Canadian HR Reporter, Thomson Reuters Canada Limited. All rights reserved.
mLearning: A Framework for Moving from IF to HOW | Learning Technologies | Trainin… Page 1 of 3
Training Industry Exclusive
mLearning: A Framework for Moving from
IF to HOW
By: Shabnam Irfani & Chris ShusterJune 28, 2011
There is substantial buzz sweeping through today’s conference rooms and around water coolers about all things mobile and
for good reason. With 5 billion mobile subscriptions worldwide, 72 percent of the U.S. workforce already mobile and 200
percent year-over-year growth for tablet computers, companies are well beyond debating if mobile is a good strategy… and
are now laser focused on when and how.
As Christina “CK” Kerley explained through The Mobile Revolution & B2B, “There are no holes left to fill in the business
argument for mobile integration, only dots left to connect by today’s executives.” Further illuminating mobile’s profound
implications, Google’s Dennis Woodside declared, “This new, huge technology market will transform almost every industry.”
Indeed, the business world finds itself transfixed by a remarkable innovation that produces stunning opportunities across
marketing, sales, communications, support, and, yes, training.
Yet our experiences suggest that most companies lack a cohesive mobile strategy, let alone one that focuses on learners. And
so, this article lays out a 5-step framework—supported by key questions and critical considerations—to guide your
development of an mLearning strategy.
Step 1: Determining mLearning Strategy
Wherever your company may find itself in the mLearning adoption curve, creating a well-defined strategy will ensure a more
successful outcome. Begin by asking “What exactly is driving mLearning adoption, and what are the perceived benefits of
adding this arrow to the learning quiver?” It’s likely the answers will reveal broader assumptions about your company’s
For instance, when mLearning is part of a larger business initiative, such as a product launch or compliance training, it’s more
likely to be viewed as a “once off” and can quickly lose momentum. Here are some tips for incorporating mobile into your
Launch a pilot to perfect and promote. Execute a pilot to prepare audiences, build buzz and detect needed
Identify mobile metrics. Define success metrics specific to mLearning initiatives as separate from the larger project.
Achieve alignment from senior leadership. Gain executive buy-in to secure the requisite resources for execution.
Step 2: Identifying Mobile Infrastructure
mLearning: A Framework for Moving from IF to HOW | Learning Technologies | Trainin… Page 2 of 3
Once your mLearning strategy is in place, the largest and most costly part of the adventure awaits: infrastructure. Key in this
stage of development is assessing the current state of your mobile infrastructure (device pervasiveness, OS variance, provider
reliability, content security) to calculate the gap to your future-state mLearning strategy.
The best place to begin infrastructure planning is with your mobile provider and IT team to determine:
Can your provider scale to meet the demand and offer content support for the various platforms, all while providing
cost incentives for enterprise adoption?
Do they have content and application partners with offerings you will need?
Will they keep you up to speed in a market that changes at a speed surpassing its own bandwidth?
Moving beyond technology, it is equally important to pinpoint the governance, financial, content and additional support
resources that make up the larger infrastructure—and requisite investment—needed for execution.
Step 3: Developing Mobile-Optimized Content
Content takes on a new dimension and must support a new set of user needs when it goes mobile. It must be easily
accessible, snack sized, readily available and support existing learning strategies. It’s anytime, anywhere performance
support! On that note, a few ways to re-engineer content for mobile devices include:
Mobile Apps. Remember those long, linear-based eLearning courses? Shorten and chunk them for mobile delivery.
Do you have a flashcard drill that reviews marketplace data or dosing information? Create a series of brief drills to
reinforce your larger learning efforts.
Mobile Gaming. Transform label knowledge check activities into game-based approaches better suited for the mobile
Mobile Polling. Interested in real-time feedback or identifying a gap? Institute a short mobile survey to solicit feedback
on a recent training experience, or leverage polls as part of a communications campaign that illuminates how much
learners know about a topic.
Step 4: Instituting mLearning Governance
Since mLearning should fit within an organization’s current learning strategy, it should not be treated separately but instead be
integrated into a cohesive Organizational Learning Strategy. Best practices include:
Involving cross-departmental participation (e.g., HR, Technology, Key Business Stakeholders) so as to extend across
Establishing a learning function
Maintaining and advancing learning plans based on organizational needs and gaps.
Offering systematic reviews of technical, legal, regulatory, and medical capabilities
Providing mechanisms to prioritize needs
Ensuring plans are in place to evaluate program life cycles based on established metrics
Step 5: Setting mLearning Metrics
As with any learning strategy, metrics are essential for tracking progress and needed optimizations. Begin with identifying what
you are looking to measure and what those metrics encompass. Key considerations include:
Isolated or Comprehensive. Are you evaluating just the mLearning training intervention, or the entire curriculum in
which mLearning is one component of the blend?
Level 1-4. If you are only evaluating an mLearning training intervention, then Level 1 questions around content,
connectivity and usability should be asked. However, if you are looking to capture data around the entire curriculum,
then a Level 3 or 4 type measurement is best.
Mobile and Social. As mLearning and social media technologies continue to converge, and informal learning
continues to gain in relevance, it is important to consider social media metrics (e.g., virality, engagement duration,
recommendations and links).
Beyond all the noise, mLearning has a critical place in integrated learning strategies. As organizations realize this, executing
their mLearning strategy may prove to be a competitive advantage through increased engagement and improved performance.
 5 billion subscriptions: ITU/2010, 72% of U.S. workforce: IDC/2010, 200% YOY growth: Display Search/2011.
mLearning: A Framework for Moving from IF to HOW | Learning Technologies | Trainin… Page 3 of 3
About the Authors: Shabnam Irfani (Director, Learning Solutions) and Chris Shuster (Business Development Manager) are
with ClearPoint, an interactive health education company with headquarters in Hoboken, N.J. and global operations in the
U.S., Europe and Asia.
Written for TrainingIndustry.com
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