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

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. Many organisations are using the 70:20:10 framework to help create cultures of continuous learning and to to build high performance. The results of yet another 70:20:10 survey were published recently.

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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. This is taken from the 702010 Towards 100 Percent Performance book.

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.

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? Will the performance support tool provided to financial advisors increase customer loyalty? Using a data driven approach to performance improvement is a passion of mine.

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