ISTE 3.5 Brief - Welcome

Brief on ISTE Standard 5: Connected Learner

Kristen West

Coastal Carolina University

EDIT 760

March 30, 2025

Fostering Continuous Learning and Growth: Aligning COMPANY A, Inc. with ISTE Standard 5 for Connected Learners

Abstract

This brief examines how COMPANY A, Inc. aligns with the ISTE Standard 5: Connected Learner, which emphasizes the importance of continuous learning, collaboration, and reflection for personal and professional growth. The brief explores the company’s current efforts to support employee development, including leadership training, technology integration, and feedback systems. Interviews with key employees highlight both strengths and areas for improvement in fostering a connected learning environment. While COMPANY A encourages professional growth, it could benefit from more structured goal setting, greater engagement in professional learning networks, and stronger reflective practices. The brief offers recommendations to better align COMPANY A’s practices with the ISTE Standard, ultimately helping the company cultivate a culture of continuous improvement and adaptability in a fast-changing industry.

Introduction

The ISTE (International Society for Technology in Education) Standard 5 is all about making sure that leaders in education—and businesses like COMPANY A, Inc.—are always learning, improving, and staying connected with others in their field. A “connected learner” is someone who takes charge of their own learning, stays updated on new tools and trends, and works with others to share ideas and grow. This brief will look at how COMPANY A, a leader in homebuilding, currently promotes learning and professional development for its employees. It will also identify areas where the company can do even better to meet the goals of ISTE Standard 5, helping COMPANY A continue to improve and stay competitive in an ever-changing world.

Continuous Learning at COMPANY A, Inc.

COMPANY A has programs in place to help employees grow, such as leadership training and development programs. According to interviews with several employees, Randy, a Senior Sales & Marketing Representative; Annie, a Division VP; and Amy, a Senior Manager of Business Technology—the company does well at providing training, leadership development, and tools to help employees succeed. However, when looking through the lens of the ISTE Standard 5, it’s clear that while COMPANY A supports learning, there are still ways it can improve in helping employees grow and stay connected with new ideas and best practices.

1. Engaging in Professional Growth and Setting Goals (3.5.a)

A big part of the ISTE Standard 5 is making sure employees are always learning and staying up to date with new technologies and ways to improve their work. At COMPANY A, training programs exist, but as Annie mentioned, these programs don’t always focus on the latest technologies or innovations. This means that employees might not be fully prepared for rapid changes in the tools they use or the way they do their jobs.

Additionally, Randy pointed out that he doesn’t set personal development goals. This shows there isn’t a clear way for employees to track their own growth. Without regular feedback from managers, it’s also hard to know where improvements can be made. In line with reflective practice principles, it’s important for employees to regularly assess their work and think about how to improve in the future (Brookfield, 2017). COMPANY A could address this by introducing regular goal-setting practices for employees, helping them stay on track and align their personal growth with the company’s objectives.

2. Participating in Professional Learning Networks (PLNs) (3.5.b)

PLNs are networks where professionals connect to share knowledge, ideas, and best practices. This is a key part of the ISTE Standard 5 because it allows people to learn from each other and grow together. At COMPANY A, Annie mentioned that some departments encourage participation in external PLNs, but overall, the company doesn’t put a lot of emphasis on them. Amy agreed, saying that PLN engagement isn’t a company-wide focus.

Research supports the idea that PLNs are beneficial because they offer a space for collaborative learning and professional growth (Henderson et al., 2011, as cited in Machost, H., & Stains, M., 2023). COMPANY A could improve by encouraging more cross-department collaboration and by providing employees with more opportunities to connect with people outside the company. For example, COMPANY A could provide employees with access to external training events or online communities where they can engage with peers and learn from each other.

3. Reflective Practices for Personal Growth (3.5.c)

Reflective practice is the process of thinking about your actions, understanding what worked well or what didn’t, and making changes to improve. This is important for everyone who wants to grow professionally. At COMPANY A, there is some encouragement for employees to talk with mentors about their career goals, but structured reflective practices are not widely used. For example, Randy noted that he doesn’t receive regular feedback from managers, which means he might not know how he’s performing or how to improve.

COMPANY A could benefit from making reflection a more regular part of its employee development process. This could include things like regular feedback from peers and managers, self-assessment tools, and post-training reflections. As Brookfield (2017) suggests, it’s important to constantly reflect on your actions to make improvements and adapt. By building reflection into their training programs, COMPANY A could help employees continue to learn from their experiences and become better at their jobs.

4. Embracing Continuous Improvement and Change (3.5.d)

Continuous improvement means always looking for ways to get better, even when things are already good. COMPANY A has a “tone at the top” approach, which means leadership encourages employees to focus on learning and growth. However, employees have noted that the company’s efforts to manage change during new technology rollouts or other changes can be more reactive than proactive. For example, while COMPANY A does provide leadership training and technology refreshers, these efforts don’t always feel connected to bigger, long-term goals for improvement.

To truly align with ISTE Standard 5, COMPANY A could become more proactive when it comes to managing changes. For instance, involving employees in change initiatives like pilot programs or focus groups could help them feel more engaged and prepared for new processes. COMPANY A could also encourage a culture where feedback is actively sought and used to improve, helping the company stay ahead of any challenges that might come up during changes.

Conclusion and Recommendations

COMPANY A, Inc. is doing a good job of supporting employee growth and learning, but there are a few areas where the company can improve to better align with the ISTE Standard 5: Connected Learner. First, COMPANY A should formalize the process of setting and reviewing personal development goals for all employees. This will help everyone stay on track and ensure their growth aligns with company priorities. Second, COMPANY A could do more to promote and support participation in Professional Learning Networks, both internally and externally, to help employees share knowledge and best practices with others.

In addition, COMPANY A should consider adding structured reflection practices to its training programs, such as self-assessments, peer feedback, and regular performance reviews. Finally, COMPANY A should take a more proactive approach to continuous improvement, including greater involvement in change initiatives and creating a feedback-rich environment. By addressing these areas, COMPANY A, Inc. can better foster a culture of continuous learning and improvement, ultimately helping the company stay competitive in a rapidly evolving world.

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References

Brookfield, S. D. (2017). Becoming a critically reflective teacher (2nd ed.). Jossey-Bass.

Dewey, J. (1933). How we think: A restatement of the relation of reflective thinking to the educative process. D.C. Heath and Company.

International Society for Technology in Education (ISTE). (n.d.). ISTE standards for education leaders. Retrieved March 30, 2025, from https://iste.org/standards/education-leaders

Machost, H., & Stains, M. (2023). Reflective practices in education: A primer for practitioners. CBE—Life Sciences Education, 22(2), es2. https://doi.org/10.1187/cbe.22-07-0148

Appendix A

Interview Questions

Entry Level Employees

Are you given opportunities to reflect on your learning experiences? (weekly, after training events, etc.)
Do you receive regular feedback from your managers that helps you reflect on your growth?
Do you set personal development goals as part of your role at COMPANY A? If yes, how often do you review them?
How helpful are the tools provided by COMPANY A (LMS, performance dashboards) in supporting your personal growth?
Do you feel leadership is open to feedback and new ideas for improving sales processes or training?
Are you encouraged to participate in change initiatives (pilots, focus groups, etc.)?
How often are you informed about changes and given support to adapt to new tools or processes?
Do you believe COMPANY A fosters a culture of continuous learning and improvement?

Mid-Level/Divisional/Regional Managers

1. How does COMPANY A ensure leaders and employees stay current with emerging technologies and innovations in learning (e.g., CRM updates, VR/AR tools, microlearning)?

2. What is the process for evaluating and selecting new technologies for employee training and development?

3. How does COMPANY A promote and support participation in Professional Learning Networks (internal or external) for continuous professional growth?

4. What methods or tools are used to collect feedback on learning programs and apply that feedback for continuous improvement?

5. How does COMPANY A foster a mindset of continuous improvement and resilience during organizational changes or technology rollouts?

6. How do you encourage reflective practice among employees to support their personal and professional growth?

7. What technologies or systems does COMPANY A use to support reflection and ongoing learning (e.g., LMS, apps, peer review tools)?

8. How do leaders and trainers reflect on the effectiveness of their own training practices and adjust strategies accordingly?

9. Are employees encouraged to set personal development goals, and how is their progress tracked and supported?

Senior Management (Business Technology/Training/Corporate)