Performance Improvement Consulting

Jane Hart

Next public workshop runs: 16 July – 12 August 2018 Individuals and teams often face performance problems.

enough training

Harold Jarche

She claimed she was not adequately trained. You might have a personal perception, that you would need additional training, but the minimum standards for your position are determined by the railways.”. Would more and better training have helped this conductor? Safer trains.

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the uncertain future of training

Harold Jarche

Training courses are artifacts of a time when resources were scarce and connections were few. 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.

the missing half of training

Harold Jarche

The training industry is based on models that were developed for the military. The Systems Approach to Training includes the ADDIE [analysis, design, development, implementation, evaluation] model, with variations used throughout industry. Gagne’s early work was in military training.

training > performance > social

Harold Jarche

This post looks at resources related to my training-performance-social workshop. Training. “In the training and development field, our five biggest failures are as follows: 1. We forget to minimize forgetting and improve remembering.

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. Insights usually come while working, resting, and playing — not while undergoing formal education or training.

more than re-skilling

Harold Jarche

It reminded me of advice that Lilia Efimova gave fifteen years ago — on which I based I my own PKM framework — which is a broader approach to workplace learning than merely looking at work from a training or re-skilling perspective. “To Performance Improvement SocialLearning

Skills 228

how professionals learn for work

Harold Jarche

Classroom training. I have taken these responses and mapped them to the 70:20:10 principle which is a rule of thumb that about 70% of learning for work comes through experience, ~20% from exposure or guidance, and ~10% through formal training or education.

Training, Performance, Social Workshop Notes

Harold Jarche

We launched a new online workshop today called, From Training, to Performance, to Social. The first assignment has started with a bang this week, with many long and thoughtful posts about training and instruction. InternetTime Performance Improvement SocialLearning

just checking the box

Harold Jarche

Were 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? We know that not all the crew received all the potential training on this particular aircraft.

Training Evaluation: a mug’s game

Harold Jarche

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. Changing our training evaluation models shouldn’t be a management focus anyway.

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. Our target is performance.

The Future of the Training Department

Harold Jarche

The latter 20th Century was the golden era of the training department. Before the 20th Century, training per se did not exist outside the special needs of the church and the military. Now the training department may be at the end of its life cycle. A New Model for Training.

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

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.

Group-centric work and training

Harold Jarche

Individual Training. In the military there is a whole system that governs individual training, in our case it was CFITES. Much time and effort goes into training a soldier and in peacetime there’s not much other than training to do anyway. If in doubt – train.

Groups 202

moving to social learning

Harold Jarche

Courses, with their long development cycle, are inadequate to meet the learning and performance needs of those dealing with complexity. These are described in detail in the post, from training to social learning. Performance Improvement SocialLearning

the bridge from education to experience

Harold Jarche

In many organizations formal instruction is provided for basic skills or compliance training. This will build resilience into the knowledge networks that drive organizational performance. Learning Performance Improvement

The marginalized training function

Harold Jarche

Tony Karrer clarifies his comments about traditional training becoming “marginalized&# , which is worth a full read but I’d like to pick up on this comment: If you look at what makes a good situation for formal learning: Large Audience.

gaining insight through social and informal learning

Harold Jarche

Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. Anyone with the requisite abilities, as quantified in the job description, can then be trained. We cannot train for insights.

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.

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. Informal Learning Performance Improvement SocialLearning

The risky quadrant

Harold Jarche

Donald Taylor asks where your learning & development (training) department resides. Or are you in the training ghetto , disconnected from the business and unable to be part of any change? I would suggest first moving from training delivery to performance improvement.

imagining open collaboration

Harold Jarche

This is the kind of knowledge that goes into training programmes. My colleague Charles Jennings wrote a related post on the nature of training courses and programmes. The biggest challenge, as Charles notes, is to ‘imagine the different’ Learning Performance Improvement

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. Schooling, the basis of much of corporate training, is one of these.

Work environment design for learning

Harold Jarche

It may be curated by an individual (as in a personal learning environment), by a group (such as a community of practice), or by a designer who is supporting a specific complex need that can’t be met by training or other formal programs alone. Informal Learning Learning Performance Improvemen

Design 225

Social business drives workforce development

Harold Jarche

Through collaborative work, get feedback on where performance support may be required and if training is needed. Communities InternetTime Performance Improvement SocialLearning Work

Scaffolding and capability building

Harold Jarche

Jane 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. Informal Learning Performance Improvement SocialLearning

Create conversation spaces

Harold Jarche

Now think of this from a workplace performance perspective. But aren’t training courses more like “exhibit halls”? If we look at workplace performance support as curation, then creating spaces for conversation would be an obvious component.

Compliance of an industry

Harold Jarche

Mandated training is a standard response by industry regulators when dealing with human performance issues. This is “compliance training&#. That mindset also permeates the training industry. There is no such thing as a training problem.

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. Performance Improvement

Tools 209

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. Rewards are still an important aspect to consider in workplace performance. A nalyzing Performance Problems.

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.

Design 257

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. Training, HR, OD, KM, IT, etc. 21C_Leader Innovation Performance Improvement

Organizational change, unpacked

Harold Jarche

Formal Training. Performance Support. Formal training is easy to task out or outsource and then assume that everything has been taken care of. The training gets done and the organization can account for it. Managers can say, “my people got their training&#.

Change 256

Will’s Learning Landscape Model

Harold Jarche

Overall I find the model useful, though I would replace “Learning&# (at 2:15) with “Instruction&# , because that’s really what training departments provide in order to promote on-job-performance. This is what the 21st century training department needs to do.

Corporate Learning’s focus

Harold Jarche

The organization can adopt a performance improvement perspective and ensure that all formal training meets a need. HPT (human performance technology) is a broader design approach and should be seen as an enabler to get to instructional systems design (ISD).

Working Smarter, one day at a time

Harold Jarche

I’ve highlighted some of the questions on performance improvement asked yesterday and expanded on the responses, including links: Q: Where does performance support as a process integrate into social tools and learning at the time and place of need?

New Hire Practices

Harold Jarche

Pairing with another worker or even tripling with two experienced workers and getting to work immediately, in order to reduce formal training (Menlo Innovations). Communities Performance Improvement Work

Proficiency-based training

Harold Jarche

This reminds me of the proficiency-based training we used for training military helicopter pilots. Minimizing training time, without compromising standards, was one of our objectives. Flight training was divided into about 35 “air lesson plans&# and each one was about 1.5 Additional time in the aircraft could be provided, with counseling, but after a certain number of hours students were expected to achieve the performance requirement.

Validation and feedback

Harold Jarche

Which is based on an old military approach, Training Validation , as exemplified by the Canadian Army : On-job Performance. On-job performance is an evaluation measure that aims to determine if the trainee has been able to transfer the knowledge, skills or attitude learned in the training environment to the real world of the job. Within the ASAT, on-job performance is an element of validation conducted after at least three months following the training event.

A curved path to social learning

Harold Jarche

Formal Training. Performance Support. If not, that means that organizations need to understand and implement something like a human performance technology model for L&D before they can move on to social learning.

Mind Map: The Networked Society

Harold Jarche

Learning (often viewed from the limited perspective of training or education) is not a separate activity, removed from work. Tags: Communities Informal Learning Learning Performance Improvement Technology Wirearchy Work