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Workplace Learning: Adding, Embedding & Extracting

Charles Jennings

High performing individuals, teams and organisations focus on exploiting development opportunities in the workplace because that’s where most of the learning happens. Typically, adding learning involves integrating structured away-from-work learning (courses, classes, and eLearning modules) with learning activities within the workflow. There is also often an attempt to apply learning metrics (rather than performance metrics) to the outcomes.

It’s Only 65% !

Charles Jennings

If you’re working in a highly innovative and creative environment it’s likely your learning and development will be skewed more towards the social and experiential types of development. How we support learning and building high performance should reflect these differences. Formal learning’ suggests learning that is designed and directed by someone other than the learner as part of a curriculum, course, programme, module etc.

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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. than others who may have integrated training activities more closely with the workflow (eLearning, ‘brown bag lunches’, on-the-job coaching etc.).

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. So, the question arises as to what barriers need to be overcome if L&D departments are to optimise their operations, increase the value they add to workforce performance and productivity, and remain relevant? Efficiency can be improved in almost every case by changing focus from ‘learning’ to ‘performance’.

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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% improvement for the former versus 6.7% improvement for the latter). Explain performance evaluation standards. Innovation leads to business value creation.