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.” “At its core, the concept of the flipped classroom is that the design of the instruction is reversed (or flipped), so that instructional content is provided outside of the classroom (e.g, ” Performance Improvement.

Training Evaluation: a mug’s game

Harold Jarche

Traditional training analyses, such as Kirkpatrick’s four levels of evaluation, were designed to assess solutions that are delivered in a linear manner. Since networked or collaborative learning solutions are informal, integrated with the workflow and driven by the learners, these traditional assessments will not work. Managers and workplace performance professionals should focus on Working Smarter , by helping people learn and develop socially.

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Agility through collaboration

Harold Jarche

Does instructional systems design (ISD) need more agility ? 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. I wonder how many content development shops actually have a process that enables them to rebuild after the design specification has been signed off. Collaborative co-design is one more way to integrate work and learning, and give our organizations more agility.

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.

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. The Research A 2009 study by the Learning & Development Roundtable, a division of the Corporate Executive Board, reported that on-the-job learning had three times the impact on performance improvement over formal training programs. By their very nature informal and social learning is embedded in the daily workflow.

A new framework for supporting learning and performance in the social workplace

Jane Hart

What will be required is a completely new range of services – which we might call non-training services – that are focused on supporting continuous performance improvement and learning in the workflow as people do their jobs. This service area will continue to design, deliver and manage training, e-learning and/or blended learning events. 2 – Performance Support Services. 4 – Performance Consulting Services.

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 Full explanations of how the 70:20:10 approach can be used to help overcome the ‘training bubble’ Descriptions of five new performance-focused roles to support the use of 70:2010 The detailed tasks that need to be executed in each of these roles. They are finding it helps them extend the focus on learning out into the workflow.

Towards the Connected L&D Department

Jane Hart

Firstly, the red area is the traditional L&D operating area – designing, delivering and managing instruction (ie face-to-face training and e-learning). But this blue area is where the “real” learning takes place in the workplace – in the workflow informally and socially.

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.” In complex and changing markets, innovation has much higher business value than merely coordinating internal tasks or improving processes. Process improvement is a tool set, not an overarching or unifying concept for an organization.

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

Why your Enterprise Social Network is your most valuable social learning platform

Jane Hart

as these platforms are designed to foster collaboration, communication and knowledge sharing among employees. That is, it helps to think in terms of performance outcomes – i.e. what individuals need to be able to do as a result – rather than on learning outcomes or course completions. It means that conversations can continue more easily after an event, in the workflow, and this supports the transition of learning communities to communities of practice.

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’. Even if one puts aside the fact that as a species we are learning much of the time as part of our work and not just when we engage in organisationally designed activities that have a specific ‘learning’ tag, this is an important point worth considering.

Supporting the Social Workplace Learning Continuum

Jane Hart

And that in fact, we should we be employing the very same (social) tools or platforms that are used by individuals and teams in their daily workflow to do their jobs. But, by doing this, it will ensure “learning” becomes much more embedded in the workflow than it has ever done before. But once again, this means we need to think differently about that whole design process.

Listening

Clark Quinn

As one of the premier promoters of evidence-based design, he responded to my question about what to post on with: Any “How Tos” using methods, tools and techniques that you’ve found to work in L&D and Performance Improvement. We finally did, relatively informally, but still got valuable feedback that changed our design somewhat. Listening, as I mentioned, in this case to Guy Wallace.

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. . The input may be establishing social learning networks; the output is improvement in the business overall. Top performers are the 20% of the team that generate 80% of the results. A 1% improvement at this level makes waves. Performance support.

FAQ 139

Time for the Training Department to be Taken Seriously

Xyleme

In front of an audience consisting of the people responsible for developing and executing on their company’s ECM strategy, Bob Hecht, Senior Vice President of Publishing Technologies at Informa, presented on how Informa’s performance improvement businesses, the groups responsible for the development of the company’s training content, transformed the company’s content-driven business through an enterprise project they dubbed “Olympus”. Home About Podcasts Videos Xyleme Inc.

What Are the Chances of Pragmatic Pathways for Social Business?

Luis Suarez

Institutions are designed to provide some participants with some unique information and that gives them their power. He talks as well, as part of the mix, about the power of social business and the role of evangelists (those champions) along with the power of social technologies and the use they make of them for their day to day workflows.