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?¦ Social learning

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. Classroom training that promoted rote learning tended to result in rote pilots.

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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. We can embed learning with work.

The difference between social learning and social collaboration

Jane Hart

In my framework of Modern Workplace Learning (see diagram on right) I use the term s ocial collaboration to label an important new element of work of the modern-day L&D department. I deliberately chose not to label it s ocial learning. Social learning , is of course, not a new concept or a new term; we’ve always learned socially – from our parents, siblings, friends and from our colleagues at work. improved employee engagement.

A curved path to social learning

Harold Jarche

Tweet When I was introduced to Charles Jennings’ C-Curve for learning & development (L&D) I wrote about it in the transition to networked accountability. I see a parallel between this migration of the L&D department and the social order necessary to do certain types of group work [Refs: Cynefin - TIMN ]. Learning Organization. Performance Support. Social. They have not made the move to Stage 3 (Performance Support) yet.

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. Learning and development (L&D) practices reflect this priority on error reduction.But knowledge work, especially creative work, is not mere production. Most of these five triggers can be enhanced through informal and social learning, and the individual practice of personal knowledge mastery.

insights over processes

Harold Jarche

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. The fundamental problem with all process improvement methodologies is that you get myopic. “Since Frederick Taylor’s time we’ve considered business – our businesses – vast machines to be improved.

how professionals learn for work

Harold Jarche

Jane Hart has been asking her readers what are the most useful/valuable ways that they learn for or at work. In the sixth annual Learning in the Workplace Survey , which surveyed over 5,000 respondents from a wide variety of industries and types & sizes of organizations, the following methods were ranked in order. E-learning courses. It is interesting to note that most people value learning that is directly connected to their workflow.

moving to social learning

Harold Jarche

This is social learning. In 2005 I wrote that the beauty of a decentralized social learning approach, versus a closed learning management system (LMS) was that each person keeps all of his/her content, and it does not get locked away in an inaccessible archive of a centrally controlled LMS. Back then, there were few options to cooperate and share knowledge and learning online. It is with each other that we can make sense, and this is social.

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

Large organizations created training departments, now called ‘learning & development’ or some other variant, but still focused on one thing: looking backwards. The best tool we have to deal with uncertainty is human learning. Humans also learn socially. We share what we do and learn from each other. We learn over time. When this is needed, such as learning how to do a procedural task, it will be automated through simulation. Focus on Learning.

connecting work, learning, and life

Harold Jarche

The 70:20:10 reference model states that, in general, what we learn at work comes 70% from experience, 20% from exposure to new work, and 10% from formal education. At the 70:20:10 Institute [disclosure: I am a service partner], the basic approach is to start with the 70 (experience) because this is where learning and working are most connected. When we learn as we work, at the moment of need, then we learn in context and we remember what we have learnt.

gaining insight through social and informal learning

Harold Jarche

Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. Learning and development (L&D) practices reflect this priority on error reduction. These five triggers can be enhanced through informal and social learning. 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.

the missing half of training

Harold Jarche

Collective training is run by operators, not trainers, and is informal, social, with an emphasis on simulation. Such an assumption ignores or refutes the influence of job experience or exposure to others, on human performance. In my last post on the uncertain future of training I said that promoting self-directed learning, supporting social learning, and removing barriers to learning should replace training course development and delivery.

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. It should stay on the desk of any learning & development professional and be used as a constant resource. 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.

strategic transformation of workplace learning

Harold Jarche

Is your learning and development team able to transform so it can support complex work, help people be more creative, and adapt to the changing nature of the digital workplace? This means changing the very essence of what ‘learning’ means in the company, through both a new understanding of how it happens in the workplace (i.e. not just through conventional training but as people carry out their daily jobs) and how performance problems can be solved in different ways.

training > performance > social

Harold Jarche

In my last TGIM post I went through my social bookmarks on PKM. This post looks at resources related to my training-performance-social workshop. The Five Failures of Workplace Learning Professionals. We forget to minimize forgetting and improve remembering. We don’t fully leverage on-the-job learning. We measure so poorly that we don’t get good feedback to enable improvement.” ” Flipped classrooms put learning to work.

The risky quadrant

Harold Jarche

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

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

Ask not for whom the Reaper comes

Harold Jarche

My 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. My colleague Charles Jennings looks at workplace learning from the perspective of Experience, Exposure & Education; with the latter accounting for about ten percent of time and effort. The Reaper knows that work is learning and learning is the work.

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.

Experience-Performance-Reflection

Harold Jarche

The above diagram, by Nick Milton , shows some important aspects of what influences performance [hint: blue]. learning content) AND experience. Therefore there is no such thing as “ knowledge transfer “ Second, performance is taking action on knowledge. In the workplace, what we do with knowledge is usually in a social context. Nick Milton’s diagram shows the inherent weakness of the pervasive workplace technology called learning management systems.

6 not-to-be-missed posts form October

Jane Hart

1 – 9 Critical Elements of Performance Improvement: Devlearn Session Recap, Jane Bozarth, BozarthZone, 30 September 2015 “In January 2014 my husband, Kent, was diagnosed with a brain tumor. Social learningHere are links to some of the posts and articles I shared on my Twitter account @C4LPT this month – with some quotes from each.

Working Smarter, one day at a time

Harold Jarche

Tweet Yesterday we hosted a conversation on social learning and working smarter, facilitated by the folks at Citrix and the eLearning Guild. In Jane’s social learning community a few comments arose about the lack of interaction. Where do you best recommend that HPT/ISD individuals gain the social/collaboration skills? What tools are you using to create the performance/support and learning communities? Bandura’s Social Learning Theory.

Workplace Learning is not the same as Education

Jane Hart

“ Continuous learning and performance improvement lies at the heart of any business – not packaged training courses, programmes or events. The work of the L&D department is shifting from “packaging up learning” to enabling and supporting continuous learning in teams and groups. Social learning “The business of Education is education; the business of Business is business.“

How to become a Collaboration Consultant

Jane Hart

Next public online workshop: 9 November – 4 December 2015 In the workplace, people learn continuously as a result of working in their teams. The advent of social technologies brings huge benefits to a work team, including the facility to improve communication, enhance continuous learning and performance improvement and capture organisational knowledge. Social learning

A personal learning journey

Harold Jarche

I became interested in knowledge management (KM) as I was introduced to it in the mid 1990’s while practising instructional systems design (ISD) and human performance technology (HPT) in the military. In the late 1990’s knowledge management was part of our solution suite at the Centre for Learning Technologies ( CLT via The Wayback Machine). I was also seeing the similarities with personal learning environments: PLE. personal learning environment.

Social Collaboration 101: How to help a team learn as they work together

Jane Hart

Next public online workshop runs: 4 – 29 May In the workplace, people learn continuously as a result of working in their teams. The advent of social technologies brings huge benefits to a work team, including the facility to improve communication, enhance continuous learning and performance improvement and capture organisational knowledge. This is known as social […]. Social learning

Conversations and collaboration

Harold Jarche

They need to be social. Social learning is how we get things done in the increasingly complex modern workplace. Collaborative work is fueled though ongoing social learning, making the integration of learning and working essential in any organization. If 90% of the knowledge needed to get work done is not supported by enterprise software or organizational learning departments, then there is a significant imbalance in most organizations today. Tweet.

PKM in 2010

Harold Jarche

The Web has given us more ways to connect with others in our learning but many people only see the information overload aspect of our digital society. Engaging others can actually make it easier to learn and not become overwhelmed. Effective learning is the difference between surfing the waves or being drowned by them. Informal, social learning is the primary way that knowledge is created in the workplace. Personal Knowledge Management.

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Social Collaboration 101 (Online Workshop)

Jane Hart

Next public online workshop runs: 4 – 29 May In the workplace, people learn continuously as a result of working in their teams. The advent of social technologies brings huge benefits to a work team, including the facility to improve communication, enhance continuous learning and performance improvement and capture organisational knowledge. This is known as social […]. Social learning

Time for a performance audit?

Jane Hart

There’s a lot of talk about the role of L&D in performance support – which has mainly focused on moving content creation efforts from courses to resources. But dealing with performance improvement is more than creating a lot of job aids. Sometimes, a performance problem can be solved by changing ineffective work practices rather than [.]. Social learning

Skills for learning professionals

Harold Jarche

In a Learning 2.0 world, where learning and performance solutions take on a wider variety of forms and where churn happens at a much more rapid pace, what new skills and knowledge are required for learning professionals? My basic premise was that working and learning in networks is an important aspect of professionalism: Today, active involvement in informal learning, particularly through web-based communities, is key to remaining professional and creative in a field.

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What it means to transform workplace learning

Jane Hart

There is a lot of talk about transforming workplace learning. A recent Harvard Business Review article, What do you really mean by business “transformation” describes three different “categories of effort, and this is valuable to help us understand workplace learning transformation. So if we apply this thinking to workplace learning transformation, then. Want to find out more how you can transform workplace learning in your organisation? Social learning

What does L&D “transformation” really mean?

Jane Hart

But I also know from the many conversations I have with practitioners as well as learning leaders around the world that they just don’t know how to change or what they should be doing differently. Operational – This is about using new technology to solve old training problems, i.e. by converting classroom into e-learning, and adding in new technologies (and trends) to the same top-down training activities – whether it be social, mobile, micro, gamification etc.

The Role of the Collaboration Advisor

Jane Hart

In my previous post, Emerging new roles for learning and performance professionals , I identified some of the new roles appearing in the workplace. For many organizations as well as the workers within them, this is going to be a fundamental new approach to working (and learning), so they are likely to need a lot of support as they adopt these new collaboration practices. Social Learning in Business. Social learning

Moving from Training to Performance Support

Jane Hart

Learning professionals who only know how to design training are missing out on many other opportunities to improve work performance. For instance, most learning happens informally on the job. Formal instruction accounts for less than 20%, and some research shows it is about 5% of workplace learning. Employing performance support strategies opens a huge opportunity to have a bigger impact on how people get their work done.” Social learning

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

Jane Hart

Social tools are changing not only the way that professionals are working and learning but also the way that organisations are transforming into social businesses. In the new connected workplace, current training, e-learning or blended learning services, which take a top-down, ”command and control” approach to organising and managing “learning” will not be appropriate to support these new ways of working and learning. Social learning

Enterprise Community Management: “joining up” learning and working

Jane Hart

For some time now I’ve sensed a split in the learning profession in terms of recognising the value and importance of self-managed learning as it takes place in the flow of daily work. There are some who think that unless they have been responsible for an individual’s learning (i.e. Others, on the other hand, do recognise the importance of self-managed learning, but have difficulty in finding a way to support it more visibly. Social learning

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Towards the Connected L&D Department

Jane Hart

In my previous post I shared a chart I have been using to demonstrate what it means for the L&D function to move from a “packaging” role to one that helps to support and “scaffold” learning in the flow of daily work. Firstly, the red area is the traditional L&D operating area – designing, delivering and managing instruction (ie face-to-face training and e-learning). Social learning

Overcoming the Course and Control mindset hurdles

Jane Hart

My two recent Learning in the Workplace surveys showed that ( a ) people consider that informal learning is much more important, if not essential, to them than training, and ( b ) that they learn informally on a much more regular (if not continuous) basis than they learn formally. These findings are of course in line with study after study that shows that most learning in the workplace happens outside of formal training. Social learning

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Supporting the Social Workplace Learning Continuum

Jane Hart

In my previous blog post I explained how I recognized it is difficult for a lot of organisations to support informal and social learning in their organisations, because they are unable to jump the two mindset hurdles of (a) thinking that learning only happens in training courses, and (b) that all organisational learning needs to be controlled by Training/L&D departments. Social learning

What would happen if there were no L&D department?

Jane Hart

Learning depts. There would be) Lost opportunity to maximise learning design and therefore learning, more death by PowerPoint or PDFs. you definitely need a Dept or individual to drive a learning focus. Else getting things done always seems to take priority over spending time on learning and reflection … who else will design, create, sustain these systems and catalyze learning behaviour?” Bring on more informal and experiential learning!”