training > performance > social

Harold Jarche

This post looks at resources related to my training-performance-social workshop. We forget to minimize forgetting and improve remembering. We measure so poorly that we don’t get good feedback to enable improvement.” ” Performance Improvement.

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?

Data 130

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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.”

It’s Only 65% !

Charles Jennings

How we support learning and building high performance should reflect these differences. I don’t want this post to be a criticism of an individual survey design, but I do think that the designers of data-gathering surveys such as these need to think about the terminology they use carefully.

Survey 236

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

We measure how many people have attended a class or completed an eLearning module, or read a document or engaged in a job swap or in a coaching relationship. Attending a course or completing an eLearning module tells us little apart from the fact that some activity occurred.

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. It trains people to provide the most superficial response to problems, over and over again getting the data in a nice, neat, packaged form and then making decisions on that basis.

Course 219

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’

Making Your L&D Department Meaningful & Relevant

Charles Jennings

They feed data/information/perspectives up to the Strategic Board so it can make its decisions and, in turn, take Strategic Board decisions and work out how to execute them – how to prioritise L&D resources to best effect and how they can maximise ‘bang for buck’.

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

Charles Jennings

Traditional Model – Content-centric learning The standard approach has been to expect people to learn all the content in a structured learning event – whether it’s an ILT or eLearning module, course or programme. There is an argument that we all need to learn less if we want to know more.