Performance Improvement Consulting

Jane Hart

Next public workshop runs: 16 July – 12 August 2018 Individuals and teams often face performance problems.

Supporting continuous learning and performance improvement – a vital new area of work

Jane Hart

In my previous post I showed that an analysis of how Knowledge Workers like to learn at work suggests that L&D departments should consider working more closely with people managers to support the continuous development and performance improvement of their people – both in teams and individually.â?¦

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just checking the box

Harold Jarche

The references I used as a civilian included: The Use of Work Domain Analysis for the Design of Training Systems. Cognitive Task Analysis, Interface Design and Technical Troubleshooting. The Use of Work Domain Analysis for the Design of Training Systems.

the missing half of training

Harold Jarche

The Systems Approach to Training includes the ADDIE [analysis, design, development, implementation, evaluation] model, with variations used throughout industry. Such an assumption ignores or refutes the influence of job experience or exposure to others, on human performance.

Understanding behaviour

Harold Jarche

Extrinsic rewards only work for simple physical tasks and increased monetary rewards can actually be detrimental to performance, especially with knowledge work. Rewards are still an important aspect to consider in workplace performance. A nalyzing Performance Problems.

The right tool for the right job

Harold Jarche

In my presentation, From Training, to Performance, to Social , I describe how Human Performance Technology (HPT) is systemic and systematic, but not very human. from training to performance to social from Harold Jarche. Performance Improvement

Tools 210

The collaboration field needs to cooperate

Harold Jarche

Eugene Kim looks at a variety of disciplines in the collaboration space, using LinkedIn network analysis to see if and how they are related. This makes sense: A high-performance group is a group that learns, a conclusion that you should draw regardless of your starting point.

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).

Validation and feedback

Harold Jarche

Which is based on an old military approach, Training Validation , as exemplified by the Canadian Army : On-job Performance. On-job performance is an evaluation measure that aims to determine if the trainee has been able to transfer the knowledge, skills or attitude learned in the training environment to the real world of the job. Within the ASAT, on-job performance is an element of validation conducted after at least three months following the training event.

Agility through collaboration

Harold Jarche

An ISD project team should be able to return to the Analysis or Design phase and make changes while instructional content Development is taking place. Tags: Learning Performance Improvement

You need the right lever to move an organization

Harold Jarche

Tweet Klaus Wittkuhn wrote an excellent article on the systemic approach required in human performance analysis in the March 2004 edition of Performance Improvement published by ISPI. A key concept in the article is that you cannot engineer human performance. Human performance is an emergent property of an organization, and is affected by multiple variables. Tags: Performance Improvement

Seeing motivation with new eyes

Harold Jarche

Where there is a genuine lack of skills and knowledge, training may be required, but it should only be in cases where the other barriers to performance have been addressed. Tags: Performance Improvement

HPT and ISD

Harold Jarche

Clark Quinn discussed the Great ADDIE Debate and summarized the alternatives to exclusively using ADDIE (analysis, design, development, implementation, evaluation): The obvious question came up about what would be used in place of ADDIE. I think of HPT (human performance technology) as an enabler to get to first base in instructional systems design (ISD). Tags: InternetTime 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.”

2012: That was the year that was

Jane Hart

On 1 October 2012 I revealed the results of the 6th Annual Survey of Tools for Learning – the Top 100 Tools for Learning 2012 – and provided a brief analysis of the results. 4 - A new framework for supporting learning and performance in the social workplace.

Survey 254

Overcoming the Course and Control mindset hurdles

Jane Hart

realising that it is about measuring success not in terms of learning – but in terms of chnges in performance that results form it.

Course 265

From Courses to Campaigns : using the 70:20:10 approach

Charles Jennings

Courses may help with the basics, or to refresh our knowledge, but courses alone won’t deliver high performance. The Harvard case-study method was designed to allow emerging leaders opportunities to develop through the analysis of real organisations’ real problems.

Course 219

The Dark Side of Technology

John Hagel

It’s the fact that all of these amazing digital technologies are coming together to create a world of mounting performance pressure for all of us , one where the performance pressure will continue to grow and expand on a global basis for the foreseeable future, rather than plateau and recede.   It’s not just that performance pressure is relentlessly growing for all of us.  I’m going to disrupt the Silicon Valley script. You know the one. 

sense-making friday

Harold Jarche

Engineers: 70% building features and fixing bugs, 20% on prototyping fledgling ideas or exploratory data analysis, and 10% on speculative initiatives like a 10x performance improvement.

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’

Seeking Strategic Advantage? Break Down Walls and Cultivate Networks

John Hagel

There’s no question about it – traditional sources of competitive advantage are eroding as revealed by our own analysis of long-term return on asset trends in the US economy and the well-known study of the rapidly shrinking lifetime of the successful companies that make it onto the prestigious S&P 500 list. There’s an interesting dynamic here: the more rapidly everyone learns and improves their performance, the more valuable the influence point becomes.

The Power of Pull Has Finally Arrived

John Hagel

Finally, in a world of mounting pressure and unforeseen opportunities, pull gives us the ability to draw from within ourselves the insight and performance required to more effectively achieve our potential. Performance improvement and learning.   In that book, he offered an extended analysis of how learning occurs in practice.  When you write a book, there comes a point when you begin to believe it will never see the light of day.

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

Some of these data points may be useful to help improve the efficient running of L&D departments and therefore of value to HR and L&D leaders, but many of the metrics and data are simply ‘noise’. This type of measurement needs to be part of designed performance improvement initiatives.

The future of L&D department debate continues

Jane Hart

He then worked in Consultancy as Organisation Behaviour Director (global) with a productivity improvement practice focused on efficiency programmes – which were based on Overhead Value Analysis – hence the ability to comment on why training gets cut. Tweet.

Making a Movement: Narratives and Creation Spaces

John Hagel

At least, that’s the implication of Google’s NGram analysis which shows that the usage of the term in books increased by almost 15 fold in a steady rise between 1800 and 1973, when it peaked, and then began a long and sustained decline of 25% over the past four decades. Here’s the paradox – movements become more and more feasible given rapidly improving technology infrastructures that can help us to connect with each other and collaborate in rich ways across great distances.

Groups 201

Seeking Strategic Advantage? Break Down Walls and Cultivate Networks

John Hagel

There’s no question about it – traditional sources of competitive advantage are eroding as revealed by our own analysis of long-term return on asset trends in the US economy and the well-known study of the rapidly shrinking lifetime of the successful companies that make it onto the prestigious S&P 500 list. There’s an interesting dynamic here: the more rapidly everyone learns and improves their performance, the more valuable the influence point becomes.

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. Efficiency can be improved in almost every case by changing focus from ‘learning’ to ‘performance’. My team isn’t performing.

Module 242

Controversy over Informal Learning

Jay Cross

Has their performance improved? ANSWER: Cost-benefit analysis. When the book on informal learning came out, nay-sayers attacked me as some kind of loony. Some still do. I’ve got a thick skin. QUESTION: How do you know that informal learning works?

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. It can't be made more specific and actionable without another layer of analysis as to the root cause of the problem we confront. We have reconceived work so that it can be performed by computers and robots.

Harnessing the True Potential of Internet of Things Technology

John Hagel

Like all digital technologies, the price/performance of IoT technologies is evolving at an exponential rate. Increasingly, the technologies make it possible not only to “see” the invisible, but to help it evolve in ways that can dramatically improve the performance of these physical objects as well as our own performance. Perhaps the most common application is to use IoT technology to monitor the performance of machinery and signal when a malfunction might be imminent.

Good Questions Identify eLearning 2.0 Opportunities

Clark Quinn

as a learning professional, what are the new questions that I need to ask as part of analysis? approaches apply to given performance improvement needs. approaches as part of your performance intervention. I'm a big fan of questions (see Better Questions for Learning Professionals ) and as I'm preparing a workshop ( Revolution in Workplace Learning ) one of the things I stumbled upon is what seems to be a great new question: Given that eLearning 2.0 (web web 2.0,

Pursuing Passion

John Hagel

  We usually refer to passion in passing – it is rarely the primary focus of discussion or analysis.   Passion is about performance.   People pursuing their passion have a clear sense of performance metrics. These are not externally defined and imposed metrics, but individually adopted metrics that help passionate people to keep track of their own performance on a continuing basis and identify performance gaps. 

The Industry Sequel to the Shift Index

John Hagel

  Interested readers can download the full pdf here but for those wanting the headlines, these are some of the key perspectives emerging from the industry analysis: Deterioration in performance is widespread Firms in most industries are experiencing long-term deterioration in ROA since 1965.    Only two industries – aerospace and defense and health care experienced improvements in ROA. 

Network walking

Harold Jarche

Edwards Deming, champion of continual improvement in manufacturing, way back in 1984 talked about the five deadly diseases of management which unfortunately still ring true today. I had achieved some organizational performance improvement before I had even completed my analysis!

Making Your L&D Department Meaningful & Relevant

Charles Jennings

Not only that, but research results from the Corporate Executive Board show that a manager’s actions such setting clear objectives and explaining how they plan to measure performance have far greater impact on employee performance than any amount of change in skill and knowledge level (19.8%

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. In the movies, the marshal steps out from behind the big rock, draws his Colt.45

ROI 194

Learning Communities List

Tony Karrer

Assessment, benchmarking, competencies, content development, course development, e-learning, EPSS (electronic performance support systems), evaluation, instructional systems design (ISD), job aids, knowledge management, learning characteristics, learning outcomes, learning styles, needs assessment, objectives, performance improvement, return on investment (ROI), strategic analysis, task analysis, tools for training and learning, train-the-trainer, training and development. (E-)learning

List 103

The Power of Pull

Irving Wladawsky-Berger

Now they have turned their attention from analysis to prescription. What should we be doing to cope with the growing performance pressures being experienced by individuals and institutions? Institutions will see their current performance declines deepen and become more difficult to reverse.” The third and final level of pull is achieve - “the ability to pull from within ourselves the insight and performance required to more effectively achieve our potential.”

Through the Workscape Looking Glass

Jay Cross

Let’s talk about performance.” . Clark Quinn’s recent book, Revolutionizing Learning and Development , slams L&D, which should be named Performance and Development, for seriously underperforming. . Top performers are the 20% of the team that generate 80% of the results.

FAQ 181

Good Questions Identify eLearning 2.0 Opportunities

Tony Karrer

as a learning professional, what are the new questions that I need to ask as part of analysis? approaches apply to given performance improvement needs. approaches as part of your performance intervention. I'm a big fan of questions (see Better Questions for Learning Professionals ) and as I'm preparing a workshop ( Revolution in Workplace Learning ) one of the things I stumbled upon is what seems to be a great new question: Given that eLearning 2.0 (web web 2.0,

Pareto Paring - Achieving Strategic Cost Reduction

John Hagel

As secular and cyclical performance pressure mounts, leadership teams wrestle with the appropriate response. Unfortunately, most teams end up taking the easy way out, causing long-term damage to their performance. Some companies are organized into P & L driven business units and the exercise is to prune low performing businesses – targeting them for sale or closure. What short-term initiatives might be taken to significantly improve the performance of these resources?

Cost 100

Ignoring Informal

Clark Quinn

I received in the mail an offer for a 3 book set titled Improving Performance in the Workplace. It’s associated with ISPI, and greatly reflects their Human Performance Technology approach, which I generally laud as going beyond instructional design. The first volume is really about assessing needs, and design, and it includes behavioral task analysis and cognitive task analysis, and even talkes about engagement strategies in simulation and gaming, video gaming.

Edge Perspectives with John Hagel: Institutional Innovation

John Hagel

The ability to generate more value through process learning soon runs into the diminishing returns reality of the well-known experience curve - greater and greater effort must be invested to yield the same degree of performance improvement.