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Class Training and Coaching

  • Presentation

    Presentation

    Organizational development through development of employee skills. A privileged tool for promoting organizational change, talent retention and organizational effectiveness. Integrates aspects of Management and Psychology.
  • Code

    Code

    ULHT1705-14088
  • Syllabus

    Syllabus

    1. Training Storytelling - evolution (apprenticeship, JIT, ADDIE and AGILE models) 2. Learning as a Change Management tool - Strategic Training Cycle and Organizational Development (Learning Organizations) 3. Psychopedagogy of Learning - Principles, factors, types of learning and implications for adult learning and Lifelong Learning 4. Training goals, methods and techniques (pedagogical goals, pedagogical methods and techniques, design and implementation, training evaluation) 5. Fundamental theories in digital learning design(Design de experiência de aprendizagem, Design Thinking, Peeargogy) 6. The state of the art in formation – XXI century (gamification, collaborative learning, academies, the power of AI, micro-learning) 7. Coaching – skills, goals, models (GROW, appreciative inquiry); techniques (questioning, SWOT analysis, Johari window) 8. Contemporary challenges in coaching - ethics; scientific foundation; coaching by strength
  • Objectives

    Objectives

    Learning and development focuses on the design, delivery, and evaluation of training and development programs for individuals and organizations. You will lern to enhance your skills as a trainer and create engaging and effective learning experiences. Also you will develop fundamental skills to be a training manager. We will explore topics such as instructional design, adult learning theory, elearning, education financing, the role of AI, Long Life Learning and gamification, as well as how to use various learning technologies and L&D metrics. Exploring the crossroad between the business cycle and the L&D cycle you will be able to demonstrate the strategic value of L&D projects. That's why will develop topics like Organizational Learning, the future of jobs and learning, new spaces for L&D projects. Fundamentals of coaching will also be adressed from early to contemporary proposals. We will approach the coaching process, advantages and techniques, like GROW model and appreciative enquiry.
  • Teaching methodologies

    Teaching methodologies

    Students will be challenged to conduct projects in a real context and analyze cases collaboratively. Group feedback and debate are valued, as well as the use of digital platforms and reversed learning.  40% of the UC hours will be dedicated to the presentation of content (40%).
  • References

    References

    Garrett, B. (2000). The Learning Organisation: Developing Democracy at Work . London: Harper Collins. Gibb, S. J. (2011). Human Resource Development; Process, Practices and Perspectives at Work, 2nd edition. Basingstoke: Palgrave. Harrison, R. (2009). Learning and Development . London: McGraw Hill. Kirkpatrick, Donald L. , & Kirkpatrick, James D. (2006). Evaluating training programs: the four levels (3rd ed). S. Francisco: Berrett-Koehler. Klein , Stephen B. (2012). Learning: principles and applications (6th ed ). London: Sage. Marcus-Quinn, A., & Hourigan, T. (Eds.). (2021). Handbook for online learning contexts: digital, mobile and open Smith, W.-A., Boniwell (2021). Positive psychology coaching in the workplace Pereira, Alexandra Barosa (2007). Coaching em Portugal: teoria e prática . Lisboa: Edições Sílabo. Wilson, J.P. (2012). Human Resource Development. London: Kogan Page. Zeus, P., & Skiffington, S. (2003). The complete guide to coaching at work . New York: McGraw-Hill Education
  • Assessment

    Assessment

    Descrição dos instrumentos de avaliação (individuais e de grupo), testes, trabalhos práticos, relatórios, projetos... respetivas datas de entrega/apresentação... e ponderação na nota final.

    Descrição

    Data limite

    Ponderação

    Exercício individual, a realizar em sala, de definição de objetivos pedagógicos, com base num caso prático proposto pela docente

    dd-mm-yyyy

    10%

    Apresentação intercalar do projeto de formação, em grupo (idealmente 3 alunos), em sala, com feedback da docente e da turma

    dd-mm-yyyy

    20%

    Elaboração de um plano de formação a entregar por escrito digitalmente, trabalho de grupo sobre um caso de mudança resultante de projeto prático em curso. Identificação de objetivos, ações, planos de sessão completos e modelo de avaliação

     

    35%

    Avaliação da participação nas aulas, com envolvimento nas atividades propostas, partilha de experiências e participação nas sessões de reversed learning   15%
    Ficha de análise de um processo de coaching, trabalho individual   20%

     

    Serão fornecidas indicações para a redação dos trabalhos e critérios de avaliação

     

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