the silo effect

Harold Jarche

Taking financial incentives away from daily work improves collaboration between departments and professionals. Tett, an anthropologist by training and financial journalist by trade, thinks the mindset of an anthropologist has helped in understanding the silo effect.

The Future of the Training Department

Harold Jarche

The latter 20th Century was the golden era of the training department. Before the 20th Century, training per se did not exist outside the special needs of the church and the military. Now the training department may be at the end of its life cycle. A New Model for Training.

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Group-centric work and training

Harold Jarche

Individual Training. In the military there is a whole system that governs individual training, in our case it was CFITES. Much time and effort goes into training a soldier and in peacetime there’s not much other than training to do anyway. If in doubt – train.

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strategic transformation of workplace learning

Harold Jarche

not just through conventional training but as people carry out their daily jobs) and how performance problems can be solved in different ways. Adopting Enterprise Social Networks as bridges between personal and organizational knowledge.

The collaboration field needs to cooperate

Harold Jarche

This makes sense: A high-performance group is a group that learns, a conclusion that you should draw regardless of your starting point. Training, HR, OD, KM, IT, etc. We really need to get away from our self-imposed tribes and adopt network thinking and practices.

Corporate Learning’s focus

Harold Jarche

The organization can adopt a performance improvement perspective and ensure that all formal training meets a need. HPT (human performance technology) is a broader design approach and should be seen as an enabler to get to instructional systems design (ISD).

Dear C-Suite: We Don’t Do Training Anymore

Dan Pontefract

It’s time to help the C-Suite – aside from Peter Aceto and other learning savvy and employee engagement focused C-Suite leaders – to appreciate and understand that organizations don’t do training anymore. But the C-Suite still thinks that learning is training, right?

The Threat and Opportunity of Lifelong Learning

John Hagel

When most people talk about lifelong learning, they’re still locked into very conventional views of learning – it’s about training programs and classes. More sophisticated views may explore how snippets of training programs can be delivered on demand electronically to workers in their workplace. Once these groups come together, they’ll benefit by adopting a set of practices that can help them to accelerate learning and performance improvement.

Re-thinking Workplace Learning: extracting rather than adding

Charles Jennings

One clear finding presented was that: “t hose activities that are integrated into manager and employee workflow have the largest impact on employee performance, while those that are distinct events separate from the day-to-day job have less impact.”

The Role of the Collaboration Advisor

Jane Hart

In my previous post, Emerging new roles for learning and performance professionals , I identified some of the new roles appearing in the workplace. However, this type of work requires a very mindset and skillset from the traditional training role.

Embedding Learning in Work: The Benefits and Challenges

Charles Jennings

If people learn as part of the workflow then this learning is more likely to impact performance in a positive way. A second significant challenge (and blind spot for many L&D departments) has been the provision performance support.

The Big Shift From Engagement to Passion

John Hagel

In a time of mounting performance pressure , it’s completely understandable therefore why companies are so focused on worker engagement. True, it generates a substantial improvement in productivity, but it’s a one-time improvement. In a world of mounting performance pressure, that’s not enough. If you’re not accelerating performance improvement over time, you’ll become increasingly marginalized.

Enterprise Community Management: “joining up” learning and working

Jane Hart

This is often due to the fact that they need to provide quantifiable success metrics for their own activities, and find it hard to isolate the results of their “learning support” activities from overall team or business performance improvements.

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Start with the 70. Plan for the 100.

Charles Jennings

702010 towards 100% performance by Jos Arets, Charles Jennings & Vivian Heijnen Copyright: Sutler Media Language: English Pages: 313 Size: 30.5cm x 23.5 The 70, 20 and 10 categories refer to different ways people learn and acquire the habits of high performance. ‘70’

The difference between social learning and social collaboration

Jane Hart

I therefore use the term social collaboration (which already exists in the business world) to describe the sub-set of social learning that is focused around the learning that takes place from working together, and where the emphasis is on achieving business objectives, and measuring its success in business or performance terms. improved communication through faster access to information. improved employee engagement. improved insights into work status, problems and issues.

Five Barriers to Effective Learning in Organisations

Charles Jennings

Even in organisations where L&D priorities are closely aligned with business priorities there’s plenty of head-room for improvement. In fact the business impact of most training and development is not even measured in many cases, so a definite figure is difficult to determine.

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My top 10 favourite resources from February

Jane Hart

“Just gaining widespread adoption — getting people to use the technology — can present a major hurdle. And what can you do to speed not only adoption, but the adoption of productive practices in your organization?

What is innovation?

Harold Jarche

“An innovation is the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations.”

50 suggestions for implementing 70-20-10

Jay Cross

In the old days, work was mechanical; workers learned the skills and knowledge to do their jobs from training sessions and then performed their job function. Traditionally, training departments were designed for mechanical work processes. 50 suggestions for implementing 70-20-10.

EVER TRIED TO HIT A MOVING TARGET AT TWENTY PACES WITH A COLT 45?

Charles Jennings

The challenges facing everyone involved in the world of learning and performance improvement are not unlike those that faced Commodore Owens in the 1880s. Most CLOs and senior L&D managers have a lot on their plate meeting existing stakeholder demand for training.

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What’s working in social business

Harold Jarche

” My focus on social business stems from a background in training, knowledge management, performance improvement and social learning. I have learned that the hard work comes after the software has been installed and the initial training sessions are over.

Learning Together

Harold Jarche

This venture is a natural progression of my work over the past decade, after retiring as a military training development officer in 1998, with a freshly minted MEd in hand. Much of our work has been around informal learning and performance improvement in the workplace.

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From Race Against the Machine to Race With the Machine

John Hagel

The authors, Erik Brynjolfsson and Andrew MacAfee, take a current news topic that has engaged the hearts and minds of many – persistent unemployment in the US – and suggest that this is a structural issue, not simply a temporary, cyclical event that will quickly improve. The second major plank of what is to be done involves investing more in education and training to build skills that are complementary to machines rather than vulnerable to automation.

50 suggestions for implementing 70-20-10 (5)

Jay Cross

Let them know you don’t expect them to train their people. In the long run, the manager and the worker both perform more rewarding, higher-impact work and achieve more in less time. Setting clear expectations and explaining how performance will be measured.

50 suggestions for implementing 70-20-10 (2)

Jay Cross

Charles Jennings reports that performance inevitably improves when managers ask their team members these three simple reflective questions: What are your reflections on what you’ve been doing since we last met. My next post will deal with the improving the 20%: Learning with others.

Top 9 Posts You May Have Missed

Tony Karrer

How I find blog topics #3 Data Driven I firmly believe and have seen how this approach to performance improvement really does move the needle. I'm still not sure why there's not more discussion and adoption. #4 As work continually moves towards concept work demand for publishing will decrease and enabling tools, providing support and providing skills training will increase. Can we file Chapter 11 for our training department? #7

Data Driven

Tony Karrer

At the start of any performance improvement initiative, there is a question of whether the initiative is going to have real impact on what matters to the organization. Will the retail sales training change behavior in ways that improve customer satisfaction?

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My Twitter Weekly Links Digest for 2011-07-17

Jane Hart

Are You Going To Adopt Google+ for Professional Learning/Networking? When Training Is Not the Answer by Marc J. “training departments should become performance improvement departments&# [link] # realwplearn #. I’ve updated my State of Learning in the Workplace Today with 20 reasons why the Training/L&D function needs to change [link] #. RT @ CLOmedia : A new poll found a generational gap in workplace training programs. Tweet.

The Enterprise 2.0 Recovery Plan

Andy McAfee

Anyone can learn the new tools , but they need to be educated, trained, and encouraged. They do require users to adopt a particular philosophy about sharing information and interacting with each other, and this philosophy can seem strange at first. 3) Training on the tools be made mandatory for all employees (#4 and #10) Of course, I’d also make them as device-independent as possible, and give people the ability to access them from home, the road, etc.