Implementation Fidelity, Learning Outcomes and Assessment Outside of Education

I. Introduction A. Attention-grabber: Implementation fidelity is defined as the comparison of the planned program to the implemented program….. B. Recommendation: I propose that departments outside of education become more aware of this assessment technique and instill it within their employee training program. C. Gain for the audience/importance/relevance: High fidelity within employee training can lead to favorable outcomes and constant growth. D. Agenda: i. Implementation fidelity is uncommon outside of education. A. Lack of understanding, unaware of the consequences, and ignoring the process of comparing planned and implemented programs. ii. Understanding the concept of implementation fidelity data and assessment. iii. Benefits of the implementation model.

Transition: Let us begin.

II. Body E. Assessment Cycle: Implementation fidelity and learning outcome data can be analyzed through an assessment cycle iv. The bridge between a promising idea and the impact on students is implementation, but innovations are seldom implemented as intended” According to Berman & McLaughlin, American writers and educators, Program deviations and drifts could lead to a decrease in employee training impact and negative outcome. v. Assessment Cycle graphic. According to the assessment cycle implementation fidelity and learning outcomes directly correlate. B. Outcomes lead to assessment through aligning outcomes to training programs and designing how to measure outcomes C. Assessment leads to outcomes through collecting data, analyzing it, and making the necessary changes based on results.

Transition: We will now move on to important components of fidelity

III. There five components within our fidelity checklist vi. Program differentiation, adherence, quality, exposure, and responsiveness D. In other words, detailing features that enable students to learn, whether the program was implemented as planned, rating how well it was implemented, whether each employee received enough attention, and how well was the audience engaged. E. Favorable outcomes can be achieved by adhering to these five components.

Transition: Now that you understand what fidelity is and why it is important, let me tell you of a method that can be used to improve employee training.

F. Solution: I propose we use the implementation model. vii. A model that demonstrates the correlation between fidelity and outcomes. viii. The four sections demonstrate the combination of low to high fidelity and unfavorable to favorable outcomes.

G. Benefits: Employee development will improve at a constant rate because we will have data on whether employees are learning and achieving. ix. Without data we have misguided views on employee development. x. With this method our department has turned troubled employees into good employees, good employee’s overachievers, overachievers into go-getters and go-getters into leaders on the rise.

Address Objections: You may be wondering how to make sense of the connection between fidelity and outcomes to workers outside of education.

H. Counter: Simple, it is explained on the model how you reached that outcome. i. High fidelity and favorable outcome: program was implemented as planned and objectives were met. ii. Low fidelity and unfavorable outcome: the plan was not implemented as planned, the objectives were not met, which could lead to the termination or deduction of employee training. iii. High fidelity and unfavorable outcome: program was implemented as planned, but objectives were not met, which should lead to changes within the planned program. iv. Finally low fidelity and favorable outcome: program was not implemented as planned, thus the planned program cannot be contributed to employee success. Employee used outside resources. IV. Conclusion I. To recount why departments outside of education should use the implementation fidelity model to assess their training programs. xi. The assessment cycle and implementation model shows how, why and where fidelity and outcomes correlate xii. Low fidelity can leads to lack of data which contributes to unfavorable outcomes like deduction or termination of training programs and decline in development. J. If departments outside of education have a basic understanding implantation fidelity and use it properly, we can look forward to: xiii. Usable data for training programs xiv. Increased employee contribution xv. Expansion in employee training xvi. Increasing leadership oppurtunities xvii. Overall growth in employee development

Final Recommendation: As departments outside of education, you should consider using the implementation fidelity to assess and improve employee training programs.

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