Performance Improvement Consulting

Jane Hart

Next public workshop runs: 16 July – 12 August 2018 Individuals and teams often face performance problems. Instead of reaching for a training solution, you need to (work with a manager to) carry out a Performance Analysis to diagnose the (actual) problem, identify the best solution(s) – which may or … Modern Workplace Learning

Supporting continuous learning and performance improvement – a vital new area of work

Jane Hart

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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when training is the wrong solution

Harold Jarche

It’s an easy check mark to show that action has been taken, assuming that improving individual skills is the core issue that needs to be addressed. But training does not improve diversity. Improving diversity is not really a learning issue.

supporting workplace performance

Harold Jarche

Many workplace performance issues cannot be solved through training, such as: Poor communications. Unclear performance measures. Rewards and consequences are not directly linked to the desired performance. When performance is infrequent.

zoom is not the problem — meetings are

Harold Jarche

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 ImprovementWhen all you have is Zoom, every work-from-home office looks like an endless face-to-face video call. I have been working remotely since 2003. Video calls have been a regular part of my work and I have used pretty well every platform available.

working collaboratively and learning cooperatively

Harold Jarche

Improving Organizational Performance. Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. While better collaboration can justify social tools, improved cooperation can ensure their long-term use by a hyper-connected workforce. Performance Improvement PKMastery SocialLearning

more than re-skilling

Harold Jarche

Performance Improvement SocialLearningHere is the advice of the co-founder of Degreed on a ‘ workplace self-training paradigm ‘ First, encourage them to think of reskilling as a game — one they now have more control over winning … Next, help workers manage their skills with regular checkups to evaluate their current expertise against market conditions … Finally, work with employees to pinpoint opportunities to put their new skills into action.

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seeing the value of cooperation

Harold Jarche

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. It describes how a diverse group of mostly independent researchers who worked in their individual offices were able to cooperate and even collaborate due to a change in the built architecture.

the silo effect

Harold Jarche

Taking financial incentives away from daily work improves collaboration between departments and professionals. Books Complexity Performance Improvement“Silos are cultural phenomena, which arise out of the systems we use to classify and organize the world,” states Gillian Tett in The Silo Effect. Silos are bounded hierarchies that define specialized work or areas of knowledge.

adding value with teams

Harold Jarche

This is the team value-add for knowledge management which improves sensemaking across the organization. Leadership Performance Improvement SocialLearningIn working collaboratively & learning cooperatively I noted that team collaboration requires the transparent sharing of knowledge — using enterprise social networks and other technologies — so that everyone on a team knows what is going on and why. Decisions, and why they were made, are shared.

actionable insights

Harold Jarche

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. Knowledge professionals are not pigeons. I have noticed a tendency over the past decade to push wages and fees down. Some may say it’s just the supply and demand conditions of the market.

how professionals learn for work

Harold Jarche

My social learning workshop provides one approach for improving the workplace performance spectrum, and the 70:20:10 Institute offers several programmes. Performance Improvement SocialLearningJane Hart has been asking her readers what are the most useful/valuable ways that they learn for or at work.

working smarter case study

Harold Jarche

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. The university transitioned from designing processes for formal learning to increasing support for informal learning by: Establishing a learning & performance innovation team. Our target is performance.

workers are already mature

Harold Jarche

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“Growth is not linear and it doesn’t happen in discrete phases marked by convenient external characteristics” — which is why maturity models are wrong — according to Christiaan Verwijs , specifically looking at agile models.

just checking the box

Harold Jarche

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 TechnologyWere the two recent crashes of Boeing 737 Max 8 aircraft a result of inadequate training, or design and safety flaws resulting from a lack of regulator oversight? I don’t know and I cannot speculate.

mapping healthcare

Harold Jarche

In these times of staff shortages in healthcare, we need to improve communication and knowledge-sharing. Learning Performance ImprovementThis past year my wife and I have spent a fair bit of time in hospitals and doctors’ offices, helping friends navigate the healthcare system. One thing we have noticed is the siloed nature of medicine here.

Preparing your workforce for tomorrow

Harold Jarche

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. Training can be good to develop ways to reduce errors, which is only one part of improving organizational performance. Prescribing training to address complex performance situations will not work.

the uncertain future of training

Harold Jarche

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. The roots of training are to get a lot of people to do the same thing competently. The Roman army trained soldiers for battle and many other duties, like building roads. Standard methods were developed.

the bridge from education to experience

Harold Jarche

This will build resilience into the knowledge networks that drive organizational performance. Learning Performance Improvement“Apprenticeship is the way we learn most naturally. It characterized learning before there were schools, from learning one’s language to learning how to run an empire.” ” – Cognitive Apprenticeship: Making Thinking Visible.

connecting work, learning, and life

Harold Jarche

“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. Here again it is about achieving the desired performance improvement in the context of the individuals or teams who want to work better together. In the performance paradigms, working = learning is achieved using such models as performance support, microlearning and social learning.

enough training

Harold Jarche

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. The owners of compliance standards, whether authorities like government and regulatory bodies, professional bodies, or internal legal counsel, are stuck in a mindset that in order to get good workplace performance you must have training. Unclear performance measures.

the missing half of training

Harold Jarche

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. Performance Improvement SocialLearningThe training industry is based on models that were developed for the military.

Experience, Exposure, Education

Harold Jarche

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.

70:20:10 – towards 100% performance

Harold Jarche

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. Performance Master Builder. Performance Game Changer. Performance Tracker. The reference model integrates training, performance improvement, and social learning.

gaining insight through social and informal learning

Harold Jarche

Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. While courses cannot be developed to directly improve these human traits — curiosity, creativity, empathy, passion, and humour — systems can be put in place to promote them at work. To improve insights on an organizational level, all work should be focused on learning. Prescribing training to address complex performance situations does not work.

strategic transformation of workplace learning

Harold Jarche

not just through conventional training but as people carry out their daily jobs) and how performance problems can be solved in different ways. It also means that learning and performance improvement is no longer the sole remit of the L&D department, but something that everyone in the organisation – managers and employees alike – has responsibility for.” Informal Learning Performance Improvement SocialLearning

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. Harold’s Performance Improvement Toolbox. When Your Employees Can Solve The Biggest Problems With Performance Support. Learning after Benchmark performance with each other.

Seeing What Others Don’t – Review

Harold Jarche

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 Following Gary Klein on his search to find out how insight happens is a pleasurable, even mind-blowing experience.

Review 184

imagining open collaboration

Harold Jarche

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. It’s the result of interviews with subject matter experts and reviews of the field of study. For the most part, it’s stuff that is easy to codify and share.

The risky quadrant

Harold Jarche

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 Donald Taylor asks where your learning & development (training) department resides.

Work environment design for learning

Harold Jarche

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. The resources may be inanimate or human; the activities may be formal or informal. A well designed learning environment is curated with a specific need in mind.

Design 176

Social business drives workforce development

Harold Jarche

Through collaborative work, get feedback on where performance support may be required and if training is needed. Everyone is involved in what used to be the instructional design process, but now there is a focus on collaboration first, performance support when needed, and training as the last choice. Communities InternetTime Performance Improvement SocialLearning Work

Ask not for whom the Reaper comes

Harold Jarche

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 ImprovementMy colleagues and I often get cast as informal learning zealots in pieces written to placate the training industry and maintain the status quo , especially the lucrative compliance training market.

from training to performance to social

Harold Jarche

This past year I conducted an online workshop called “ from training, to performance to socia l “ In November I will be running one on moving from a training to a performance support focus and this will be followed by a workshop on social learning for business. from training to performance to social from Harold Jarche. Performance Improvement SocialLearning

Create conversation spaces

Harold Jarche

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 SocialLearningCuration is more than integration , writes Rick Segal in Forbes [via Robin Good ]. Segal discusses how marketing is about curating all the conversations around a subject.

Understanding behaviour

Harold Jarche

Extrinsic rewards only work for simple physical tasks and increased monetary rewards can actually be detrimental to performance, especially with knowledge work. With this in mind, there are times when rewards and consequences are not linked to a desired performance, and this can lead to confusion or even worse. Rewards are still an important aspect to consider in workplace performance. In the case of the researchers described above, not performing is rewarded.

Training Evaluation: a mug’s game

Harold Jarche

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. Dan Pontefract is quite clear in Dear Kirkpatrick’s: You still don’t get it : Let me be clear – training is not an event; learning is a connected, collaborative and continuous process.

Scaffolding and capability building

Harold Jarche

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. What I like about this matrix is that it makes it easier to describe my professional services in the organizational learning area. I have highlighted my areas of focus in red.

Training, Performance, Social Workshop Notes

Harold Jarche

We launched a new online workshop today called, From Training, to Performance, to Social. I came up with the idea while conducting one of the PKM workshops and noticed that many people either mixed up training with performance improvement, or thought of social learning as merely a bolt-on to a formal course. 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

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. Workplace training models, including human factors engineering, emphasize the fit between environment and person and seek out optimal conditions for performance.

Design 201

The right tool for the right job

Harold Jarche

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. However, HPT, especially performance analysis can be a useful tool, if used selectively and appropriately. A trained worker, without the right resources and with unclear expectations, will still not perform up to the desired standard.

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The collaboration field needs to cooperate

Harold Jarche

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 ImprovementEugene Kim looks at a variety of disciplines in the collaboration space, using LinkedIn network analysis to see if and how they are related. The resulting map, and Kim’s explanations are most interesting for anyone doing work related to enterprise collaboration.

Experience-Performance-Reflection

Harold Jarche

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. This influences the third key point, that reflection of one’s performance is an important part of the learning process and this is often in a social context as well. LMS are disconnected from 1) Experience, 2) Performance & 3) Reflection.