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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). How we support learning and building high performance should reflect these differences.

Survey 236

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.

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Making Your L&D Department Meaningful & Relevant

Charles Jennings

Fewer had The UK CIPD’s 2009 annual survey published in April also indicated that biggest change anticipated by L&D managers over the next five years is a closer integration of learning and development activity with business strategy (65%). improvement for the former versus 6.7%

Pull Platforms for Performance

John Hagel

We live in a world of mounting performance pressure. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. What drives company performance? Most businesses can be understood as bundle of three core operating processes, each driven by a unique performance lever. One way to start improving performance dramatically is to ask two questions.

Cost 166

performance.learning.productivity: Getting to the Core of Learning Content in the Internet Age

Charles Jennings

Post-training tests demonstrate short-term memory recall, not behaviour-changing learning. Learning is about behaviour change, not short-term knowledge acquisition. These core concepts only change rarely. In many situations, task-specific content changes constantly.

Edge Perspectives with John Hagel: Institutional Innovation

John Hagel

Yet, even here, process life cycles are also compressing in the face of rapidly changing business environments. Segmenting people and activities into discrete modules with well-defined interfaces can help to create much more space and opportunity for distributed innovation and learning.