3. Is training or development offered on a weekly or bi-weekly basis providing ongoing opportunities for application and feedback?  No Yes

If answer was Yes, again CONGRATULTIONS! People need numerous opportunities to practice newly learned skills so that they are highly “competent” in both their attitudes and behaviors. For example we all know what 10 x 10 is. However, very few of us can answer as quickly and with as much confidence what 23 x 24 is.

4. Is training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 5 to 6 hours per day without opportunities for application and feedback between learning engagements?  No Yes

If answer was Yes, then learning may not be delivering desired results and potentially creating a negative return on investment. Research suggests that a one time exposure to a learning event such as a 1 or 2 day full training or development session results in 50% cognitive retention after 24 hours; 25% cognitive retention after 48 hours and less than 2% cognitive retention after 16 days. Remember, brain only absorbs, but butt will endure.

5. Is training or development aligned with current organizational goals and supported from top down by CEO and executive committee?  No Yes

If you answered, Yes, again you and your company are headed for success. If response was No, then you may wish to consider looking at your organizational goals to ensure alignment. An important side question to ask is can everyone in your organization name exactly same top 3 organizational goals for current year? If not, what are those “miss actions” costing you in terms of financials, leadership, relationships both external and internal and growth and innovation?

6. Is training or development curriculum based upon “core” competencies?  No Yes

If you answered yes, then whose competencies are you using? Do all those competencies work for and with your organization and your people?

7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat training?  None 1 time 2 times 3 times 4 times+

If you answered one or more, then is a core competency based curriculum, truly effective and creating desired end result of transformation?

8. Is training or development based upon “desired” results?  No Yes If you answered No, then why are you undertaking this training or development?

9. If training or development is based upon “desired” results, how many times have you had to repeat training or development?  None 1 time 2 times 3 times 4 times+

If you answered one or more, then potentially, desired end results were not clearly communicated within ENTIRE organization. (Refer to above Question 5, side question.)

10. Is training or development based upon weaknesses or upon strengths of each individual within organization?  Weaknesses Strengths

If you answered, weaknesses, then question is why do winning teams win? Is it because of their weaknesses or strengths? Training or development should be strength-based not weakness-based. A strength-based curriculum ensures that everyone is leveraging their assets while working to improve their potential strengths and weaknesses.

This quick assessment as well as hints and questions are designed to help you easily recognize where your current efforts might be redirected to ensure that your leadership development is truly delivering your desired end results. For further understanding of how a results-based approach to leadership development makes far better sense and deliveries a positive return on your training or development dollars, consider a quick and easy read, Fail-Safe Leadership Straight Talk About Correcting The Leadership Challenges in Your Organization by Linda Martin and Dr. David Mutchler.

2005 All Rights Reserved. Leanne Hoagland-Smith @ 219.759.5601

The modern printing process is now largely controlled by computers. Printed images can be created from data gathered from images either scanned into a computer or obtained from a database. Once images are in correct format, image carriers are created which are then either printed from directly or fed into printing machine’s memory. These provide information about color strength and positioning of images. They can also set parameters for type of material to be printed. Self-monitoring computers known as close-loop systems can now measure and correct performance of printing press to pre-set parameters, to ensure that an image of correct quality is obtained. Such film-free systems able to project images on to image carrier offer time and cost savings.

The modern printer is now a computer technician, not only requiring printing skills but also ability to control complex machine-computer systems that can produce thousands of copies per hour. Training is no longer a craft apprenticeship but may involve computer simulation systems, which create and duplicate all operations of a real printing machine using special dedicated software. This is now modern way of printing, a fast and more efficient way of reproduction is being offered to us by different printing company. How lucky we are that we have this technologies that help us do job smoothly.

For additional information and comments about article you may log on to http://www.aprintingpress.com

Actually I’m not fond of writing, I don’t even write at all. I am not expecting to be in this field. But nevertheless, I love to read books...almost everything interest me. Reading is my passion! And now that I am in an article writer team, writing gives me an additional thrill in myself...Before I love to read books but now I’m also in a writing stuff. I can say that I am not a good writer but I am always trying to be one.