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Hope Knowles is a seasoned HR L&D professional with more than two decades of experience. As the director of L&D for Priority Technology Holdings, she drives organizational growth through innovative strategies and fosters a culture of continuous learning. Knowles spearheads initiatives that enhance employee growth, engagement, and retention, collaborating with stakeholders to align learning programs with business objectives and diverse learner needs. She has presented at conferences such as TechLearn and TICE and holds certifications including Certified Professional in Training Management (CPTM).

Hope Knowles

October 2024 - TD Magazine

Understand the fundamental objectives of the endeavor.

7 Steps to Creating a Succession Plan

Blended learning is proving to be an effective development strategy. According to ATD Research, 75 percent of organizations are expanding their use of blended learning, and 87 percent of employees value the flexibility it provides.This ATD Research whitepaper explains that implementing a successful blended learning program takes a variety of skills. Furthermore, both internal and external organizational resources need to be balanced.How to do that successfully depends on the organizational context as well as how to motivate your teams. Motivate Your AudienceWhat motivates adults to learn? Clearly, there are different learning theories out there. Everyone has a unique mix of intrinsic and extrinsic motivational factors. These factors range from perceived reward and social or contextual influences to the quality and flexibility of available training.The UK’s innovation agency for social good, Nesta, details how to design a program to meet your audience’s readiness levels. For example, if you have a group in the precontemplation stage with no interest in learning, you can promote a change in cultural norms.Blended learning can be particularly useful for this type of audience because you can emphasize the “fun” aspect. Gaming experiences or book clubs for greater team bonding are some examples. As mentioned in our blog about why companies are moving toward blended learning, another powerful motivator is to integrate learning into the flow of work. The more people see relevance and the less it disrupts their work, the more they’ll appreciate the learning.Other ideas to motivate your teams to engage with learning:Self-driven blended learning – With multiple learning approaches, it’s easier to let learners lead so they feel empowered. Only then does true curiosity and learning blossom.Digital and leadership champions – Not everyone will have the same digital literacy so it’s important to provide the right guidance. Moreover, make sure you get buy-in and advocacy from your leaders.Career guidance and coaching interventions – Learning needs to be as beneficial for the organization as it is for the individual. With coaches, individuals can better align their personal goals and needs to the overall organizational learning goals.How Does Context Play a Role?Implementing a successful learning program is both about the content and the organizational learning culture.Promoting a learning culture and implementing blended learning encourages flexibility and innovation because of exposure to various learning modalities. As such, people find themselves becoming more curious and they feel empowered as they choose what works for them. Not only do they bring this energy and mindset back to the workplace but they also bring new perspectives. As this article on blended learning and learning culture describes, blended learning offers varied viewpoints and different problem-solving approaches that also nurtures greater diversity.Book clubs are another transformational activity because they create a group setting that boosts collaboration and reflection as detailed in this whitepaper on what separates good teams from exceptional ones. How blended learning supports a learning culture and vice versa:Continuous improvement – With small continuous feedback loops and incremental steps, learners gradually shift their mindset to bring this approach to their everyday work.Knowledge sharing and collaboration – Through blended learning, various groups and forums are created, which naturally encourages cross-learning. As this behavior becomes instilled, conflict shifts into a natural sharing of ideas rather than a competition over who is right.Personalization alongside team focus – How to balance individual with team needs is a constant paradox. Blended learning provides another opportunity to explore this balance, which shifts mindsets back in the workplace.Maximize Your Blended Learning EffortsGone are the days of reading out slides to people in classrooms with the hope that they will improve their day-to-day work. With technology, we have an opportunity to make learning fun, personal, and relevant.Most importantly, blended learning creates a more memorable and meaningful learning experience. It also encourages collaboration and innovation because of the varied multimedia methodologies now available.Don’t forget to watch the ATD webinar recording with more tips for how to apply blended learning effectively. To learn is to evolve and embrace life, so let’s keep moving forward in how we learn.

How to Successfully Implement Blended Learning

The future of federal leadership is fraught with uncertainties and shaped by continuing resolutions, limited regulatory power, AI adoption, hybrid workplaces, and waves of retirements and new hires. More than 2.2 million federal employees, the largest workforce in the United States, will experience the ripple effects of these changes in the coming years. Federal leaders must navigate these complexities while continuing to implement policies and achieve mission goals. Current leaders, already overwhelmed, and future leaders, potentially unprepared, must be ready for the impact.Despite the perception that the government is slow to change, upcoming policy and technology disruptions will necessitate an evolution in leadership. Learning and development (L&D) professionals can equip leaders with the strategic mindset and analytical skills needed to anticipate, prepare for, and adapt to a range of future scenarios with confidence.Shifting to the CityscapeThe “view from the balcony” metaphor illustrates the importance of leaders having a broad perspective rather than only focusing on daily operations. However, federal leaders must zoom out even further to view the entire federal landscape, understanding the dependencies and implications at a macro level across multiple agencies. Mid-level and senior leaders must deepen their competence in interpreting policies and regulations as well as understanding how technology and talent developments will affect the federal market landscape and their home agencies. This begins with gaining fluency in how the entire federal government, not just a specific agency, operates.L&D professionals can facilitate this by adopting strategies from the private sector, offering training and tools for market landscape assessments, policy analysis, and human capital readiness assessments. By seeing the bigger picture, leaders can identify knowns within unknowns, providing clarity and certainty to upcoming threats to the current operating environment. For example, they can take tactical steps to hedge against budgetary changes, knowledge loss, and gaps in talent capabilities and bolster workforce and succession planning.Adopting Strategic Foresight Tools are essential for helping leaders think beyond the immediate horizon and consider multiple futures. OPM’s Strategic Foresight Guidebook, particularly the Cone of Plausibility model and Knowledge Grid, can be invaluable. These tools help uncover potential blind spots and mitigate risks, ensuring agility and institutional readiness in any scenario. They can also instill confidence in leaders, fostering a workplace that operates from confidence rather than fear while positively affecting organizational morale and performance.Preparing Leaders for Increased StressAccording to Gallup, workplace stress is on the rise, with managers experiencing more negative impacts than nonmanagers. This trend, compounded with future uncertainties, will likely add strain to federal leaders, who are already overwhelmed. Gallup research suggests that optimism and hope for the future can lead to improved engagement. Managers, who play critical roles in employee engagement and well-being, must instill optimism and hope in their teams despite increased stress.Leaders can achieve this by embracing the T.R.U.E. pillars—transparency, reliability, understanding, and expression—which help them support their teams authentically, even in challenging times. L&D professionals can also emphasize techniques to develop positive habits for stress management and resilience, helping leaders meet the increasing demands of their roles effectively. Addressing this critical need is essential; neglecting it could result in the attrition of a vital workforce segment that drives organizational success.Ultimately, Leaders Need More SupportThe increasingly complex federal environment requires leaders to adapt to a new landscape while achieving mission goals, maintaining personal well-being, and supporting employee engagement. OPM’s Workforce of the Future Playbook acknowledges the upcoming challenges and offers proactive measures to support future leaders. L&D professionals can amplify this support by thinking ahead and serving as guides, equipping leaders with the skills, knowledge, and tools needed to navigate this evolving landscape successfully. By fostering a broad perspective, supporting strategic insights, and promoting resilience, L&D professionals can ensure that federal leaders are prepared to meet the challenges of an increasingly complex environment with confidence and competence.

Evolving Leadership for an Increasingly Complex Federal Environment

While leadership is one of the most common training topics, most programs fail to provide the value companies hope for because they are generic, unscalable, and lack the opportunity for knowledge application.
Learn how innovative companies are using inbox simulations—a new simulation-based assessment technology—to:

Reinforce learning with authentic, on-the-job experiences.
Objectively assess soft skills.
Customize and personalize training.
Measure the impact of training.
Streamline succession planning. 


5 Ways to Elevate Leadership Development With Inbox Simulations

If you have decided you want to pursue an ATD credential but are unsure whether the Certified Professional in Talent Development (CPTD) or the Associate Professional in Talent Development (APTD) is right for you, I may be able to help. As a credential holder, previous manager of the ATD career development community, and editor/author of Find Your Fit: A Practical Guide for Landing a Job You’ll Love, I have had dozens of similar conversations with potential certification candidates and can speak about this choice on personal and professional levels.Think about your answers to these questions:What are your career goals? The first thing to determine is what you would like to do next in your career. Are you hoping to take on different responsibilities at work? Do you aspire to hold a managerial position? If you’re unsure about what you want to do next, you need to think it through before deciding which credential to pursue.Are you eligible? Both certifications have eligibility requirements because they are designed for professionals who already have experience and knowledge in the field. They’re not designed for people who are just starting out or who want to get into the profession.To be able to sit for the APTD or CPTD exams, you need work experience, and you must have completed professional development in key areas covered on the exam.Work ExperienceHow much experience do you have? To qualify for the APTD or CPTD exams, you need to have professional experience in learning and development or related functions such as human resources. CPTD candidates must have at least five years, and APTD candidates must have at least three years of work experience to qualify. The amount of time you spend on talent development activities is not specified, but you should have some experience across various functions.What type of experience qualifies? You need to have worked with adults on activities related to the capabilities described in the Professional and Organizational domains of ATD’s Talent Development Capability Model. We’ve listed the type of activities that your work experience should include in Figure 1. Check out the details under each topic by exploring the interactive capability model site.FIGURE 1Professional DevelopmentHave you done any professional development for yourself lately? For the APTD, you need to have completed 28 hours of professional development in the past three years. For the CPTD exam, you need at least 60 hours of professional development in the past five years.What type of professional development qualifies? Professional development activities must be verifiable, at least 30 minutes long, and relate to the topics in Figure 1. For more information about the type of professional development that qualifies, watch the short video on this webpage or review this infographic.Do you have broad-based or focused experience? Has your experience been focused on one or two main areas of expertise, such as training delivery or instructional design, or have you worked in many different areas across the talent development spectrum? Many people describe the APTD exam as best suited for individual contributors and the CPTD exam as most appropriate for those with more strategic or leadership experience.The APTD exam focuses on the knowledge you need to have gained after working for at least three years in the field. You must understand the concepts well enough to be applied at work, which is why your work experience is so important. The CPTD exam targets knowledge and skills needed at the five-year mark and beyond. It heavily emphasizes application and professional decision making and has a deeper focus on organizational capabilities.An example of the differences between the type of content covered on the two exams can be seen in Figure 2. The APTD and CPTD exams include questions about career and leadership development. However, the APTD exam focuses on your knowledge of the types of leadership development techniques, while the CPTD exam emphasizes full implementation of a leadership development program.Figure 2If you are eligible to take either one of the exams, the best way to decide is to review this comparative content outline for both exams or complete the gap analysis that can be found in the APTD and CPTD handbooks.What type of test taker are you? Another consideration is your comfort level with taking a timed test. The APTD and CPTD exams are computerized and taken in a secure test center or closely monitored online environment. When I was considering which credential to pursue, part of my decision was driven by the fact that I had not taken this sort of exam in quite a while.The APTD exam is a two-hour, multiple-choice exam with 115 questions. There is only one correct response, and you have an opportunity to review your answers before submitting your exam.The CPTD exam is a three-hour exam with two portions: one multiple-choice section and another with multipart case management-style questions.The multiple-choice questions are both knowledge and practice-based. As with the APTD exam, you may review and change your answers at the end of that section of the exam.The case management questions are a bit different. They pose a scenario then ask you to determine what actions should be taken at each step in the process. You will need to rely on your experience and professional judgment to answer the case management questions correctly. For this portion of the exam, you cannot go back and change your answers.How much time do you have to devote to preparing for the exam? Another key factor in your decision is the amount of time you can devote to preparing for the exam. It takes time to study and take the exam. Before you make a final decision, make sure you have room in your schedule to complete this goal. APTD candidates report studying between 60 and 80 hours, and CPTD candidates say they study between 80 and 120 hours for the exam.How will you pay for the exam fees? The final consideration will be the money you have available to invest in your professional development. If your employer supports your certification, take advantage of any funds that can be applied to preparation and exam fees. For more information about how to convince your employer, review this recent webinar.The APTD exam fee is $499 for ATD members and $699 for nonmembers.The CPTD exam fee s $975 for ATD members and $1,350 for nonmembers.Which one is right for me? Only you can determine which certification is the best fit for you, but here are a few last thoughts on the subject.Associate Professional in Talent Development (APTD): Even if you technically qualify to take the CPTD exam, you may want to consider the APTD exam. If your experience is focused in a few areas of knowledge or if you have little exposure to the organizational capabilities that are tested more heavily on the CPTD exam, the APTD may be the right choice. Many professionals who take the APTD exam have far more than three years of experience.Another advantage to taking the APTD exam first is that you can use it to fulfill the professional development requirement for the CPTD exam, should you decide to pursue it in the future. APTD certification can also be used to satisfy one year of the work experience required for the CPTD exam.Certified Professional in Talent Development (CPTD): If you have years of experience in a wide range of the topics covered on the exam**,** the CPTD may be your best choice. If you are in a management role, aspire to a management position, or hope to build a consulting practice in the future, the CPTD may be most appropriate for you.For more information, you may want to listen to one of these recent webinars or download a candidate handbook from the active candidates page. To network with others who are pursuing certification, join one of these LinkedIn groups:APTD Candidate Preparation LinkedIn GroupCPTD Candidate Preparation LinkedIn GroupPursuing an ATD certification is a challenging but rewarding experience. Join the next group of elite candidates to achieve an ATD certification.Still not sure which certification is right for you? Browse additional frequently asked questions or sign up for an upcoming call with ATD CI staff or current credential holders here.

The APTD or the CPTD? That Is the Question

Make 2022 the year of you! Are you hoping to develop new skills this year? Interested in brushing up on information related to a new project? Hoping to make a job or career move in 2022? ATD offers a roadmap for your journey to talent development success. ATD’s resources are designed to help you develop your skills. Learn how to develop yourself with ATD’s ecosystem of articles, courses, tools, conference sessions, templates, and certifications that are designed to advance you through your career.
By the end of this webinar, you will be able to:

Articulate your career goal(s) for 2022.
Identify the knowledge and skills you need for your job today—and your next job tomorrow.
Understand how ATD’s resources are interconnected and build on each other.
Describe how ATD membership can support your development goals.
Create a personalized learning plan to close your knowledge and skill gaps.
Explain the learning paths that are currently available.
Identify the best next step to achieve your goals for your talent development career.

When you register, please submit a question that you hope the presenter will answer during the webinar.

Focus on You in 2022: Develop Yourself Through ATD

Earlier this year ATD unveiled a new Talent Development Capability Model to outline what skills and knowledge TD professionals need to succeed in the field. Since the model’s release, more than 5,000 TD practitioners have taken the capability self-assessment. Join Morgean Hirt, director of ATD's Certification Institute, and Britt Andreatta, CEO of 7th Mind, to hear about what TD professionals feel are their weakest and strongest areas and what they are doing to take their careers to the next level.

During this webcast, you will learn how to:

Assess your skills against the ATD capability model.
Choose a career development goal.
Plan your professional development activities for the next year and beyond.
Use the new learning plan function.
Use the assessment tool and learning plan with your team.

When you register, please submit a question that you hope the presenters will answer during the webcast.
 

Take Your TD Career to the Next Level: Upgrade Your Capabilities

They're creating computer code, carting food and passengers around in their own cars, and popping in monthly for a project meeting. What's their story? Are these occasional workers underemployed, unable to secure a salaried job? Are they Millennials and Generation Z-ers sampling different occupations before they commit to a career? Or Baby Boomers making some extra cash to supplement their retirement savings?They could be any of those―or none of them. Meet the gig workers, a burgeoning population in the labor force that is changing the way company leaders look at workforce planning and the way people view work."As individuals have entered the workforce and evolved, they are asking for more flexibility," says Kurt Heikkinen, president and CEO of staffing company Montage. And, as access to health insurance has become increasingly separate from full-time employment, "workers have really gained a sense of freedom. They look at [their careers] as a series of gigs, a series of projects and experiences, as opposed to a long-term career at a given employer."Figure 1: Gig Workers Look Like the Broader WorkforceThe following charts illustrate the demographics of self-identified gig workers compared with those of the entire U.S. workforce. Source: Morning Consult.But these aren't the typical temp staffers of yore―the "Kelly Girl" secretaries and Manpower workers who filled in for office staff when an employer had a hole in the schedule. Nor are they limited to the classic freelancers in creative fields―writers, editors, musicians, and graphic artists. Nowadays, gig workers run the gamut, from Uber drivers to IT technicians to travel nurses. And they are an integral and growing part of the knowledge economy.Many businesses have embraced this pipeline of on-demand talent. Yet, despite all the promise of the gig economy, it is a work in progress. The rules are still being written as companies and workers alike adjust to new ways of getting work done.Two Types of Gig WorkersGig work itself is not new. "People have always worked this way," but the prevalence and types of gig jobs have changed over the years, says Diane Mulcahy, author of The Gig Economy: The Complete Guide to Getting Better Work, Taking More Time Off, and Financing the Life You Want (Amacom, 2016). "This kind of work is growing at a rapid rate," she says, particularly in white-collar jobs and the tech economy.There are two types of gig workers, Mulcahy says: first, those who are searching for full-time work and need to make some cash and contacts while they job-hunt and, second, those who simply don't want or need full-time employment.The latter group includes a lot of younger people, for whom the idea of a 40-years-and-you-get-a-gold-watch kind of job is something their grandparents did. They aren't attracted to what they see as an outdated model of sticking with one company―or even one profession―for an extended time. But this group also includes retired or semi-retired people who may or may not need the money but who want to stay engaged and active regardless. And there are also mid-career folks who want the flexibility and freedom of doing what they want more or less when they want, drawing on years of experience to cherry-pick appealing projects.In the United States, more than 40 percent of workers are employed in "alternative work arrangements," such as contingent, part-time, or gig work, according to Deloitte's 2018 Global Human Capital Trends study. In a 2016 Adobe survey, 56 percent of office workers predicted that everyone will do some gig work in the future. Asked to look ahead to 2020, 28 percent of business leaders and chief human resource officers said they anticipated an increase in gig workers, the Deloitte study found."The vast majority [of gig workers] are folks who easily could go get [traditional full-time] jobs somewhere," says Lori Williams, vice president of fulfillment at Gigster, a software developer that has 80 employees on staff and works with 1,000 gig workers. "They've chosen this lifestyle."The top benefit of the arrangement for them is autonomy. They have greater control over their schedule and they can avoid routine annoyances such as bad managers, office politics, and interminable staff meetings. They also might learn new skills and gain valuable experience at a temporary stint, ultimately giving them the tools to advance in other gigs or in staff jobs.Employers, too, enjoy the perks of an open relationship, gaining access to skills and talent without having to commit to a full-time hire. And managers can supplement staff with gigsters who have the talent and knowledge not only to advance a project, but to teach regular employees new skills."It's really [about] how can we continue to scale as an organization?" says Vlasta Dusil, senior vice president of HR for computer technology company SAP's Cloud Business Group. "We talk about diversity, with gender, with different generations. In our view, this is another way of looking at diversity."Growing PainsStill, there are some drawbacks―for both sides. The "flexible schedule" so many people crave can lead to them being underemployed. The gig worker might also miss out on the advantages that come from committing to one employer. Among those advantages is professional development."How are these people going to train and develop and grow?" says Jennifer Graham-Johnson, SHRM-SCP, recently retired chief HR officer at WestRock Co., a paper and packaging products manufacturer."I do worry we are going to have a group of people who are . . . unable to advance" if they ever decide they want full-time employment because they haven't had the opportunity to develop their skills and knowledge through training and classes.Then there's the issue of employee benefits.Gig workers don't get health insurance, paid time off, or 401(k) contributions from employers. Offering them the same perks that staff members get could set an employer up for legal challenges and negate savings typically associated with hiring gig workers.It could also harm recruiting efforts. After all, good benefits are one of the selling points companies use to attract full-time talent. Why would people want to join your team as full-time employees if they can enjoy the freedom and flexibility of gig work and get the same benefits as regular employees?The bigger issue may be that offering the same benefits to contractors and regular staff could get the company in trouble with the IRS, which has a 20-point test to determine whether workers are independent contractors or employees entitled to the employer-paid share of FICA taxes. Microsoft and other employers have had to pay millions of dollars in back taxes and damages after being sued by workers who said they were paid like independent contractors but treated like employees.Figure 2: What Motivates Gig Workers? Source: Shiftgig, Profile of a Gig Worker, 2018.Playing Catch-UpGovernment and businesses are lagging on other fronts related to the gig economy, too. Banks, for example, might be skittish about lending money to a potential homeowner who doesn't hold a permanent job. And gig workers don't get unemployment benefits, COBRA, or worker’s compensation.Companies can help fill the gaps. One way is to offer voluntary benefits that are fully paid for by the worker but administered by the employer. E-commerce website Etsy, for example, has partnered with Stride Health to act as a health insurance broker for the people who create the art, jewelry, and other items sold on Etsy.Still, the gig economy is clearly moving faster than the institutions that deal with these workers."I don't think we've caught up to this type of worker," says Arthur Tacchino, chief innovation officer at the compliance technology company SyncStream Solutions. "The workforce is changing. So how are the coverage, insurance, and benefits going to evolve to fit the newer kind of workforce we are seeing?" There's no clear to answer that, Tacchino says."Regulators and courts are trying to apply 20th-century law onto a 21st-century problem," says Richard Meneghello, an employment attorney and partner at Fisher Phillips. "Our hope is that once people realize it's not just a passing fad, regulators and legislators will get more serious."One agency trying to change with the times is the Securities and Exchange Commission, which is taking a fresh look at compensation for gig workers. The agency is considering revising its rules to make it easier for people who are classified as independent contractors to receive stock awards from the companies that employ them, the New York Times reported.While governments and financial institutions adjust, the market for gig workers is maturing, fueled by technology platforms that help both sides of the work arrangement find each other. Online labor platforms such as Upwork, Gigster, TaskRabbit, and Freelancer are not only empowering the gig economy, but revolutionizing the way workers and companies connect."The technology is making the whole market more efficient," says Marion McGovern, author of Thriving in the Gig Economy (Career Press, 2017) and co-founder and former CEO of M Squared Consulting.Upwork, for example, connects computer-industry freelancers in 170 countries to employers who need their services, charging the worker a fee of 5 percent to 20 percent of the job's pay. ShiftPixy and others hire workers (paying the employer share of payroll taxes and taking care of other compliance issues), then "lend" them to clients in the hospitality and restaurant industries. The company has an app that allows people to broadcast their availability and apply for certain shifts in their communities.As Uber was creating its digital platform for drivers, the job market for gig work was exploding, says Scott Absher, ShiftPixy's CEO. "People are looking for ways to recobble their income," and these platforms make that more efficient, he says.Managing the GigSo how do today's people managers handle gig workers, follow the law, and head off potential tensions with full-time staff? Some tips:Decide who will drive the decision-making on hiring. A simple procurement process may be enough to fill an open gig for an IT techie, while a speechwriter for a CEO will likely require input from the chief executive.Pay people promptly. "I can't tell you how many companies are on 60- to 90-day schedules" for contracts, McGovern says. But individuals expect to be paid faster and more often.Know the law—and do not treat gigsters like employees. In fact, don't even use the word "hire" to describe the working arrangement, advised Rebecca Cenni-Leventhal, founder and CEO of staffing and recruitment firm Atrium. People who work gigs are "engaged," not hired, she cautioned.Protect confidential company information. This is especially important when using outside contractors for a business dealing with sensitive client information, such as health data and Social Security numbers.Let your own staffers gig―even at your company. Since many workers crave the opportunity to learn something new, offer full-time staffers the chance to develop by giving them a gig in-house.Keep staffers and gigsters separate, when warranted. "Having [gig workers] participate in regular team meetings or asking them for regular updates and reporting is not wise," says Cenni-Leventhal, as that may cause them to be viewed as employees rather than independent contractors. "Inviting them to one holiday party isn't too much of a risk, but when you start having them participate in team-building activities and attending company functions, it can get tricky."Make your gig workers feel welcome and valued. "Make sure you afford them the correct level of respect," McGovern says. "This is someone who is going to add to the team, bringing in skills or knowledge and experience to help the effort."On top of that, she adds, it's important to recognize the dignity of their career choice. After all, it's a work arrangement more business leaders can expect to manage in the coming years.Copyright 2019, SHRM. This article is reprinted from www.shrm.org with permission from SHRM. All rights reserved.

Gig Workers Challenge Old Order

Many clinical care settings suffer due to organizational and operational inconsistencies and inefficiencies, reducing the quality of care and patient outcome measures. This is also true in emergent care settings, where the stakes can be higher. This is because, as with medicine, process improvement is a field of knowledge that must be learned and applied; you can’t just hope for better results. Patients don't recover from injury or disease by being frustrated with the status quo or by wishing things were better—and operational practices don’t improve spontaneously, either.
This webcast will cover many of the tools and methods that offer the opportunity for immediate triage when sustainability seems elusive, as well as making your processes work for you in the long term. You’ll learn:

some of the most common ways in which clinical and emergent care settings miss their objectives
the principles of Lean and Six Sigma that were designed specifically to address these issues
the results of a case study in which Lean Six Sigma principles were applied to performance improvement in a hospital setting
ways to keep performance improving over time. 


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