Area 2

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Area 2
Understanding ASTD
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The ASTD Organization

• ASTD is a large and complex organization.
• There are numerous services to help your chapter
  be successful, but you must know about them and
  use them properly.
• This presentation starts by understanding more
  about ASTD.

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About ASTD
62 years old
140 Local Chapters
24 Global Networks
70K members worldwide
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ASTD Mission and Vision
Mission Through exceptional learning and
performance, we create a world that works
better. Vision A world-wide leader in workplace
learning and performance
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How do I get to the ASTD Website?

• http//www.astd.org/astd/welcome_member
• Contains thousands of topics under the following
  headings with dozens of subheadings
• Membership
• Publications
• Conferences
• Education
• Research
• Careers
• Resources
• Marketplace

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ASTD News Service

• TD Magazine monthly hard copy magazine
• New TD Webcasts periodic interactive webcasts
• ASTD Links monthly guidance through case
  studies and articles
• The Buzz keep up with TD information from over
  7000 publications worldwide

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ASTD Research

• Workplace learning and performance trends
  reported annually from the most comprehensive set
  of data available on workplace learning and
  performance.
• Gathered across many industry sectors along with
  analysis of ASTD Benchmarking Forum members, and
  BEST Award winners.

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ASTD Online Services

• ASTD Connect Professional networking at its
  virtual best.
• The WLP Scorecard collects your data and
  benchmarks.
• Career Center and Job Bank helps you focus on
  your career.
• Literature Search Trainit Database save hours
  of research time.
• Executive books get in touch and win an online
  library of book summaries
• Hot topics Super-charged reading list
• HR White Papers partnership with SHRM
• Member Directory Instant networking with other
  TD professionals around the world.

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ASTD Certificate Programs

• Assessment 101 Online
• Bottomline ROI
• Business Academy
• Designing Learning
• E-Learning Instructional Design
• Facilitating Organizational Change
• Human Performance Improvement Program
• Managing Organizational Knowledge
• Managing the Learning Function
• Measuring and Evaluating Learning
• Rapid Interactive Design for E-Learning
• ROI Skill Building
• Test Design and Delivery
• Training

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CPLP - Certified Professional in Learning and
Performance

• Workplace learning and performance professionals
  may now earn the certification for the
  profession the CPLP
• Enhance credibility and prove value in an
  increasingly competitive marketplace.
• ASTD supports the credential through continuing
  education programs, webcasts and publications.
• Visit www.cplp.astd.org for details.

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ASTD Volunteer Groups
Board of Directors
National Advisor for Chapters (NAC)
One Voice
Sharing Our Success (SOS)
Talent Management
CORE
Leadership Development Team (LDT)
Balanced Scorecard
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ASTD Organizational Relationships
Executive Staff
Board of Directors
Membership Chapter Services
National Advisor for Chapters (NAC)
Chapters Global Networks
One Voice
Sharing Our Success (SOS)
Talent Management
CORE
Leadership Development Team (LDT)
Balanced Scorecard
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ASTD Organizational Relationships
MCS Staff Gina, Farzana, Theresa, Torri, Jonathan
Chapters Global Networks
National Advisor for Chapters (NAC)
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What is OneVoice?
This is a major program that is supported and
driven by the National Organization. Here is a
brief description.
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Project Background

• Board Strategy Enhance Value Proposition and
  Market Position of the Society
• Consistent member experience
• Integrity of the ASTD brand
• Value for WLP professional throughout lifecycle

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Project Background

• ASTD Chapter Network
• Requests for more resources, tools, and templates
• Challenges
• Membership acquisition and retention
• Leadership orientation, development, and
  succession planning
• Chapter management, especially financial
• CORE compliance
• Involving senior practitioners and CLOs
• Managing volunteers

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OneVoice Team

• Sharon Wingron, Team Leader, NAC St. Louis
  Chapter
• Troy Achong, Los Angeles Chapter President
• Lois Bradley, Pittsburgh Chapter Immediate Past
  President
• LuRae Crawford, NAC Central Iowa Chapter
• Mike Cummings, East Tennessee Chapter
  President-Elect
• Rebecca Hacker, NY Metro Chapter President
• Lisa Hayes, NAC, CORE Committee Chair, Nebraska
  Chapter
• Theresa Hummel Krallinger, NAC Philadelphia
  Chapter
• Jim Maddock, NAC Puget Sound Chapter
• Katie ONeill, national ASTD member
• Carol Scanga, DC Metro Chapter
• Ken Stein, Space Coast Chapter President

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As-Is Situation

• Sincere desire across all stakeholders to meet
  the needs of the profession and to create greater
  alignment within the organization.
• Often a lack of understanding of the needs of
  national from the chapters and of chapters from
  the Society.
• Lack of clearly defined roles, responsibilities,
  and accountabilities between chapter and
  national.

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To-Be Vision

• ASTD is a partnership through which national and
  chapters collaborate to meet the needs of the
  profession and to impact organizational results
  through
• clarified roles, responsibilities, and
  accountabilities
• alignment of strategies and consistency of
  messages
• active, mutual support, and resources

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Team Deliverable

• Recommend a national/chapter operating model that
  addresses
• consistent messages (brand)
• continuity/sustainable system
• collaboration in products and services
• financial relationship
• operational efficiencies between chapters and
  national
• synergies amongst chapters
• consistent quality and value in customer
  experience
• scalability for chapter size/health and WLP
  professional lifecycle

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Key Requirements

• Equal, open lines of communication vertically and
  horizontally toward accomplishing the goals of
  ASTD.
• Documented measurable standards that chapters
  must meet to stay affiliated and to provide
  minimum expected value to members.
• Documented measurable standards that national
  must meet to provide minimum expected value to
  members and chapters.

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Key Requirements

• Set of materials and resources that are required
  to be used across the organization to gain
  operational efficiencies and to accomplish a
  consistent look and feel.
• Leverages existing or in-process ASTD initiatives
  (technology updates, international expansion,
  CORE compliance) and advances ASTDs strategies.
• Flexibility in the business model in
  consideration of chapter elements (not one size
  fits all).

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Key Requirements

• Each entity remains financially healthy, not to
  the detriment of the other.
• Defined roles and responsibilities that foster
  collaboration and shared decision-making,
  allowing for decisions to be made at the
  appropriate organizational levels.

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Resources for ASTD Leaders

• What keeps you up at night?
• What resources do you need to do you job?
• Dont re-invent the wheel find it on-line!

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ASTD Acronyms

• ALC ASTD Leaders Conference
• ALI ASTD Leadership Institute
• C B Cookies and Books
• CBS Chapter Billing Service
• CHIPS Chapter Incentive Program
• CLCM Chapter Leader Competency Model
• CORE Chapter Operating Requirements
• CPLP Certified Professional Learning
  Performance
• ICE International Conference Exposition
• LDT Leadership Development Team
• LMS Learning Management System
• MCS Membership Chapter Services
• NAC National Advisor for Chapter
• OV One Voice
• RFP Request for Proposal
• SME Subject Matter Expert
• SOS Sharing Our Success

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Nomenclature definitions

• What is
• Chapter Leader Community http//www.astd.org/ASTD/
  Membership/Local_Chapters/clc_home.htm
• Chapter Leader Connection Newsletter
• http//www.astd.org/ASTD/Membership/local_chapters
  /tools/tools_samples.htm
• Chapter yahoo group
• http//community.astd.org/eve/ubb.x?afrms420106
  1f1501041
• Chapter Billing Service (CBS)
• http//www.astd.org/ASTD/Membership/local_chapters
  /cbs/cbs_home.htm
• Chapter Incentive Program
• http//www.astd.org/ASTD/Membership/local_chapters
  /chip/chip_home.htm
• Web portal pilot http//chapters.astsps.org/sites/
  Baton20Rouge20Chapter
• Education Partnership Program (what is this?)
• ALC http//www.astd.org/astd/membership/local_chap
  ters/astd_leaders_conference
• SOS http//www.astd.org/ASTD/Membership/local_chap
  ters/sos/sos_home.htm
• Chapter of the Month (COM) http//www.astd.org/AST
  D/Membership/local_chapters/chapter_month/chapter_
  month_home.htm
• National Advisors for Chapters (NAC)
• http//www.astd.org/ASTD/Membership/local_chapters
  /nac/nac_home.htm
• Certified Professional in Learning and
  Performance (CPLP)
• http//www.astd.org/astd/Competency/Certification
  Institute

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SOS Sharing Our Success

• Benchmark the best practices from successful
  ASTD chapters.
• Log on to the following website
  http//www.astd.org/ASTD/Membership/local_chapters
  /sos/sos_home.htm

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What resources are available to me from
headquarters to help me run my chapter like a
business?

• Your Regional Chapter Coach is your primary
  advisor and available to present for your board.
• Samples and best practices from other chapters
  (CORE link and SOS link)
• Leader Guides on many chapter management topics
  (link from the CLC)

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How do I update my chapters information on the
chapter locator?

• Send that information to Theresa McConnell
  tmcconnell_at_astd.org For now, we hope to hire a
  new staff person for these and other chapter
  recording areas.
• - Link to the form on the CLC

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How do I request a speaker from headquarters to
come speak at my chapter?

• Use the form online-
• http//www.astd.org/ASTD/Membership/Local_Chapters
  /speaker_request_form

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How do I get marketing materials on national
programs and products?

• Use the form online. Orders will be fulfilled on
  or around the 1st and the 15th of each month
  please allow 30 days after your request date for
  delivery.
• http//www.astd.org/ASTD/Membership/Local_Chapters
  /MarketingMaterialsRequestForm

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How do I get a list of national members in my
area?

• Request that information from Theresa McConnell
  tmcconnell_at_astd.org
• Contact your chapter coach

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About NAC

• Mission To serve as advisors, advocates, and
  mentors within ASTD on matters of chapter
  management and operations to ensure high quality
  service to members.
• Vision The National Advisor for Chapters
  partners with ASTD leadership for One ASTD in
  understanding and addressing member needs. We
  fulfill our mission and achieve our vision
  through a commitment to people, learning, and
  performance.
• Official Duties and ResponsibilitiesThe National
  Advisors for Chapters is charged with providing
  strategic direction and leadership in the
  development and support of ASTD chapters and
  members. As an advisory and resource link, major
  functions include
• advising and coaching chapters about ASTD
  initiatives
• linking chapters with common needs
• identifying sharing best practices
• advising ASTD staff about issues of importance to
  chapters
• identifying and examining future roles for
  chapters
• bringing issues of interest to chapters to the
  attention of the Board of Directors
• ensuring that the needs of chapters are
  recognized by the Society.

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About the CORE Team

• Mission Vision To work in partnership with
  ASTD national staff and NAC in providing chapter
  leaders with the support, knowledge, and
  resources needed to comply with ASTDs CORE
  standard
• Values Accountability, Quality Service, Open
  Communication and collaboration, Respect,
  Integrity, and Fairness.

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Leadership Development Team

• Vision - Current and future chapter leaders will
  actively seek and use solutions and development
  opportunities that grow and sustain a community
  in which Workplace Learning and Performance
  thrives.
• Mission - To engage current and future chapter
  leaders with an integrated competency-based
  learning and support system that improves and
  sustains the vitality of ASTD chapters.

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Talent Management

• Competency-based Talent Management helps
  organizations fill openings in key jobs and avoid
  productivity loss and maintain competitive
  advantage.
• Organizations retain top talent and build on the
  investment it has made in its employees, by
  preparing them for future positions.
• There is a much higher degree of success for
  lateral and upward moves if the competencies
  required for the job are matched with the
  competencies of those individuals applying for
  the position.  Mistakes and costly decisions can
  be avoided.

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Balanced Scorecard

• To provide the organization with measures that
  are linked to chapter and national success.
• Develop a scorecard that includes all relevant
  measures weighted so that the total measure takes
  into consideration the importance of each
  individual measure for the organization.