4P5 Determining Training Needs and Aligning Them with Planning Continuous Improvement and Other Distinctive Objectives
Strategic planning at Western drives many of the training and development needs of employees. Institutional priorities directly impact training needs. For example, the implementation of SCT Banner Gold (Category
Two) required training
in the use of modules such as finance and
The Applied Learning Action Project (Category
One) used a survey to determine what kinds of applied learning activities occurred within departments. Following the survey, the Director of Applied Learning identified training needs and developed workshops. Western developed and held the First Annual Conference on Applied Learning in Higher Education in Spring 2006, bringing to campus national leaders Dr's. Janet Eyler, Kevin Kecskes, and Terry Rodenberg.
As a result of Western’s emphasis on applied learning, a group of faculty participated in a National Learning Communities Project Summer Institute to learn how to implement learning communities. A site visitor came to Western to evaluate its progress in building learning communities and to share expertise. Western faculty trained other faculty and staff in using learning communities to improve student learning.
The strategic planning process includes facilitated focus groups where feedback is received from individuals about specific training needs. Other input comes from the division/department level. Additional input comes from governance groups and other groups such as the Deans’ Council and the Governance Advisory Council (1P9).