Remove Change Remove Data Remove Performance Improvement Remove Workflow

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 general finding is that the more tightly bound learning is to the workflow, the greater the impact it is likely to have. Firstly the focus is not on learning but on performance improvement from the outset.

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.” It sounds easy, but it’s a major cultural change because it questions some common assumptions about work —. Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein.

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It’s Only 65% !

Charles Jennings

Training describes a structured set of events that when designed and assembled carefully can provide an effective way to help people accelerate learning (learning = behaviour change). The numbers are a simple framework to drive change and help people focus beyond structured learning interventions to where most of the learning happens (in the ‘20’ and ‘70’). How we support learning and building high performance should reflect these differences.

Survey 182

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

" Shaw’s Tailor In the statement about his tailor Shaw was simply making the point that change is a continuous process and part of life, and that we constantly need to recalibrate if we’re to gain an understanding of what’s really happening. However extrapolating the context and outcomes to make any sense of this type of data requires a series of further steps that are orders of magnitude along the path to providing meaningful insight. Some data may be readily available.

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. Other activities in the workplace – such as challenging experiences, opportunities to practice in ‘real’ situations, support, advice and guidance from colleagues, and reflection, are all more important than courses in helping build high performance. This is why it is better to approach performance challenges with a campaign mindset than a course mindset.

Course 168