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Performance Improvement Consulting
Jane Hart
JULY 9, 2018
Next public workshop runs: 16 July – 12 August 2018 Individuals and teams often face performance problems.
Performance Improvement Related Topics 
Supporting continuous learning and performance improvement – a vital new area of work
Jane Hart
APRIL 29, 2013
In my previous post I showed that an analysis of how Knowledge Workers like to learn at work suggests that L&D departments should consider working more closely with people managers to support the continuous development and performance improvement of their people – both in teams and individually.â?¦
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zoom is not the problem — meetings are
Harold Jarche
MAY 11, 2020
Whether you stay with distributed work or go back to a location, improving meetings will not only raise morale but make room for what is really important in every workplace now — learning. Management Performance Improvement
working collaboratively and learning cooperatively
Harold Jarche
APRIL 9, 2019
Improving Organizational Performance. Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. Performance Improvement PKMastery SocialLearning
insights over processes
Harold Jarche
SEPTEMBER 4, 2019
Process improvement, like Six Sigma, stifles innovation. Process improvement is a tool set, not an overarching or unifying concept for an organization. Process improvement is a means — for certain contexts like manufacturing — and not an end in itself.
seeing the value of cooperation
Harold Jarche
NOVEMBER 12, 2019
Complexity Management Performance ImprovementNancy Dixon tells a wonderful story about ‘Researcher’s Square’ and the hallway of learning. The whole story is well-worth your time.
adding value with teams
Harold Jarche
SEPTEMBER 11, 2019
This is the team value-add for knowledge management which improves sensemaking across the organization. Leadership Performance Improvement SocialLearning
how professionals learn for work
Harold Jarche
AUGUST 8, 2018
My social learning workshop provides one approach for improving the workplace performance spectrum, and the 70:20:10 Institute offers several programmes. Performance Improvement SocialLearning
actionable insights
Harold Jarche
AUGUST 22, 2018
They did, and the generator performed to perfection. Innovation Performance ImprovementI concluded a few years back that rates based on time at work only help to put you into a pigeon hole so that HR and Purchasing can easily classify you.
working smarter case study
Harold Jarche
FEBRUARY 23, 2018
In 2010/2011 Jay Cross and I worked worked with a corporate university of a large US company with the objective to cultivate a fully engaged, high performing workforce through rapid, collaborative, informal, self-directed learning. Our target is performance.
workers are already mature
Harold Jarche
APRIL 30, 2019
One flaw in maturity models is they provide a specific point at which we are assumed to be mature, and imply we have nothing else to learn or improve. Performance Improvement
just checking the box
Harold Jarche
MARCH 24, 2019
I suggested that high physical functionality is always necessary for any tasks that have been determined necessary (in a training needs analysis) for job-ready performance. Performance Improvement Technology
mapping healthcare
Harold Jarche
NOVEMBER 3, 2019
In these times of staff shortages in healthcare, we need to improve communication and knowledge-sharing. Learning Performance Improvement
the uncertain future of training
Harold Jarche
MAY 8, 2017
Many people cannot make the leap from course development, to performance consulting, and social learning. Learning Performance ImprovementTraining courses are artifacts of a time when resources were scarce and connections were few. That time has passed.
Preparing your workforce for tomorrow
Harold Jarche
JULY 21, 2014
I created a performance improvement toolbox when I started this blog in 2004, and have kept adding to it over the years. I often look at workplace performance first from the perspective of whether the situation we are trying to address is complicated or complex.
the bridge from education to experience
Harold Jarche
NOVEMBER 17, 2015
This will build resilience into the knowledge networks that drive organizational performance. Learning Performance Improvement“Apprenticeship is the way we learn most naturally.
connecting work, learning, and life
Harold Jarche
DECEMBER 17, 2017
“70:20:10 uses the performance paradigm to achieve working = learning in the context of the workplace and thus to contribute to the desired organisational results. This makes it possible to learn at the speed of performance.” Informal Learning Performance Improvement Work
enough training
Harold Jarche
FEBRUARY 11, 2015
If you are interested in organizational performance issues, here are a few points to ponder. Compliance training is a standard response by industry regulators when dealing with human performance issues. Unclear performance measures. When performance is infrequent.
the missing half of training
Harold Jarche
MAY 10, 2017
Such an assumption ignores or refutes the influence of job experience or exposure to others, on human performance. If half of the military training model was good enough for decades, just imagine how much better 100% will be for organizational performance.
Experience, Exposure, Education
Harold Jarche
SEPTEMBER 8, 2013
Charles Jennings explains the framework in detail so that organizations can use it to improve how people work and learn at work. Books Informal Learning InternetTime Learning Performance Improvement SocialLearning 70%: Experience. 20%: Exposure. 10%: Education.
gaining insight through social and informal learning
Harold Jarche
MARCH 5, 2017
Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. To improve insights on an organizational level, all work should be focused on learning. Innovation Learning Performance Improvement
70:20:10 – towards 100% performance
Harold Jarche
JANUARY 25, 2016
The latest publication from the 70:20:10 Institute , 702010 towards 100% performance , is not that type of book. Five roles are identified (not all for traditional L&D professionals) with sections focused on each: Performance Detective. Performance Architect.
training > performance > social
Harold Jarche
APRIL 24, 2017
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.
strategic transformation of workplace learning
Harold Jarche
MARCH 7, 2016
not just through conventional training but as people carry out their daily jobs) and how performance problems can be solved in different ways. Informal Learning Performance Improvement SocialLearning
Seeing What Others Don’t – Review
Harold Jarche
SEPTEMBER 17, 2013
His perspective is based on what has been my professional practice for almost two decades: performance improvement. Klein has some advice on how “to strengthen the up arrow”, or improve insight. Books Performance Improvement PKM
imagining open collaboration
Harold Jarche
AUGUST 31, 2016
The biggest challenge, as Charles notes, is to ‘imagine the different’ Learning Performance ImprovementAt work and in school we are pretty good at creating documentation to share explicit knowledge. This is the kind of knowledge that goes into training programmes.
The risky quadrant
Harold Jarche
APRIL 16, 2013
I would suggest first moving from training delivery to performance improvement. skilled at performance consulting. Forget about social learning, for the time being, and focus on performance support tools and job aids. Performance Improvement SocialLearning Work
Work environment design for learning
Harold Jarche
JANUARY 23, 2013
Informal Learning Learning Performance ImprovementCatherine Lombardozzi writes, in Time for an Evolution : To those of you who feel like you just stepped into the middle of a conversation, a learning environment (to my mind) is a collect of resources and activities for learning.
Social business drives workforce development
Harold Jarche
MARCH 26, 2012
Through collaborative work, get feedback on where performance support may be required and if training is needed. Communities InternetTime Performance Improvement SocialLearning Work
Ask not for whom the Reaper comes
Harold Jarche
NOVEMBER 24, 2012
As my colleague Jane Hart shows in this image, there is a lot of room to expand as a learning and performance consultant. InternetTime Performance Improvement
Create conversation spaces
Harold Jarche
FEBRUARY 13, 2013
Now think of this from a workplace performance perspective. If we look at workplace performance support as curation, then creating spaces for conversation would be an obvious component. NetworkedLearning Performance Improvement SocialLearning
Scaffolding and capability building
Harold Jarche
FEBRUARY 21, 2013
Informal Learning Performance Improvement SocialLearningJane Hart’s recent post on changing the role of L&D (learning & development) explains how training departments need to move beyond packaging content and toward scaffolding and capability building.
Understanding behaviour
Harold Jarche
OCTOBER 22, 2012
Extrinsic rewards only work for simple physical tasks and increased monetary rewards can actually be detrimental to performance, especially with knowledge work. Rewards are still an important aspect to consider in workplace performance. A nalyzing Performance Problems.
Training Evaluation: a mug’s game
Harold Jarche
FEBRUARY 13, 2011
Managers and workplace performance professionals should focus on Working Smarter , by helping people learn and develop socially. Informal Learning Performance ImprovementEfficiency is doing things right. Effectiveness is doing the right things. Peter Drucker.
Training, Performance, Social Workshop Notes
Harold Jarche
JULY 10, 2012
We launched a new online workshop today called, From Training, to Performance, to Social. We will move to performance improvement tomorrow and then focus on social learning all of next week. InternetTime Performance Improvement SocialLearning
The initial design influences everything else
Harold Jarche
FEBRUARY 7, 2012
Tweet If you pit a good performer against a bad system, the system will win almost every time. This quote from Rummler & Brache in Improving Performance , sums up many of the symptoms of hierarchical systems, whether they be schools, businesses or even prisons.
The right tool for the right job
Harold Jarche
MARCH 12, 2013
In my presentation, From Training, to Performance, to Social , I describe how Human Performance Technology (HPT) is systemic and systematic, but not very human. from training to performance to social from Harold Jarche. Performance Improvement
The collaboration field needs to cooperate
Harold Jarche
AUGUST 20, 2012
This makes sense: A high-performance group is a group that learns, a conclusion that you should draw regardless of your starting point. 21C_Leader Innovation Performance Improvement
Experience-Performance-Reflection
Harold Jarche
JULY 28, 2011
The above diagram, by Nick Milton , shows some important aspects of what influences performance [hint: blue]. Therefore there is no such thing as “ knowledge transfer “ Second, performance is taking action on knowledge. Performance Improvement SocialLearning
Compliance of an industry
Harold Jarche
MAY 13, 2010
Mandated training is a standard response by industry regulators when dealing with human performance issues. Unclear performance measures. Rewards and consequences are not directly linked to the desired performance. When performance depends on a large body of information.
Organizational change, unpacked
Harold Jarche
AUGUST 30, 2010
Performance Support. Even performance support tools can be developed centrally, by external consultants or an internal team. Tags: Informal Learning Performance Improvement Wirearchy
Connect, exchange, contribute
Harold Jarche
OCTOBER 26, 2011
NetworkedLearning Performance ImprovementTweet Highlights from Skills for Learning & Development Professionals (an article I wrote for T&D Magazine in 2008). My experiences over the past three years have shown that these skills are still necessary in the workplace.
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