Riverside Ballroom Day2 215

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Information about Riverside Ballroom Day2 215

Published on June 18, 2007

Author: FunnyGuy

Source: authorstream.com

Slide1:  E-Training for a Flexible Workplace Susan Seitel President Nancy Montgomery Manager, Work/Life Initiatives Slide2:  Why flexibility training? Provides a process, structure Sends a strong message Brings it into the foreground Encourages supportiveness Slide3:  Four courses about flexibility The Flexible Workplace: A Guide for Managers A Guide for Employees Managing Telecommuting Successfully A Guide for Managers A Guide for Employees Slide4:  Slide5:  Slide6:  Slide7:  Slide8:  Slide9:  Slide10:  Slide11:  Slide12:  Slide13:  Slide14:  Slide15:  Slide16:  Slide17:  Slide18:  Slide19:  Slide20:  Slide21:  Slide22:  Slide23:  Slide24:  Slide25:  Slide26:  Slide27:  Slide28:  Slide29:  Slide30:  Slide31:  Slide32:  Flexibility Guide for Managers − Evaluation Slide33:  E-Train Your Way to a Flexible Workplace Nancy Montgomery Manager, Work/Life Initiatives Memorial Sloan-Kettering Cancer Center (MSKCC):  Memorial Sloan-Kettering Cancer Center (MSKCC) The world’s oldest and largest institution devoted to -- prevention patient care research education in cancer Comprised of Memorial Hospital Sloan-Kettering Institute (SKI) MSKCC:  MSKCC Located in NYC Hospital andamp; Research Institute - Main campus Upper East Side of Manhattan Treatment facilities andamp; administrative offices Throughout Manhattan Westchester, Long Island, New Jersey 9500 employees andamp; fellows Hospital attending staff, nurses Researchers Administration Building/Food services MSKCC Culture:  MSKCC Culture Employees feel strongly about the mission; committed to patients Cutting edge science and medicine Administratively - change is slow Training and development is highly valued We don’t like to mandate Flexible Work Arrangements:  Flexible Work Arrangements Child care needs assessment revealed need for FWAs Individual need Business need for telecommuting CIC – space SDD – quality of life Telecommuting:  Telecommuting Met with some skepticism Set it up very carefully I/S spent 9 months testing systems Developed guidelines and training Conducted live training Evaluated, refined Reported on success; good word of mouth Opened to other departments Telecommuting:  Telecommuting Replicated Rolled out more broadly Training became too labor intensive Switched to e-training E-Training at MSKCC:  E-Training at MSKCC At first, we gave people choices As it became more common, people accepted it more readily Mandatory courses Compliance Respect in the Workplace Functional training Particularly effective in transferring knowledge, information, procedures E-Training for Telecommuting:  E-Training for Telecommuting Less labor intensive Allowed training in one-off, small group, and whole department situations WFC Telecommuting Training Self-Assessment Myth vs. reality Benefits and challenges Importance of communication Guide for completing proposal Responsibilities of the employee/manager Humor Thought-provoking scenarios Process/Outcome:  Process/Outcome Employees Usage low at first Made E-training mandatory Communicated in email to employee and manager Use of training increased significantly Able to track compliance and evaluations Managers Not mandatory Usage not as high as we would like Plan to promote more Telecommuting accepted as an option; skepticism reduced Broadening the Reach:  Broadening the Reach Telecommuting created an openness to new ways of working Developed other FWAs case by case Telecommuting process – paper and e-mail – inefficient 2005 - formally introduced Guidelines and procedures for full range of FWAs Telecommuting, compressed workweek, job share, part-time, flex time Flexible Work Arrangements:  Flexible Work Arrangements Guidelines, procedures, training – all online Easier More comprehensive More consistent Encourages independence We give access and consult Combine online and in-person Future plans:  Future plans Encourage more manager use Combine online with in-person Evaluate Slide46:  Think of it as if it were a new product Begin with a pilot Find success stories and publicize them Offer incentives for completion Roll out a flexibility newsletter Posters, contests, signs in bathrooms Get a story in a widely-read newspaper Market your e-course and flexibility Slide47:  Process goals . . . How many should take it? How many should complete it? What scores will be acceptable? What percentage of evaluations should be favorable? Set goals for e-training: What would success look like? Outcome goals . . . How will flexibility numbers be affected? How about employee satisfaction, morale, engagement Will absenteeism decrease? Retention increase? Will profit be affected?

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