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

when training is the wrong solution

Harold Jarche

Training is too often the proverbial hammer in search of nails. 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.

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moving beyond training

Harold Jarche

Training is not enough — see the missing half of training. This is the focus of the field of Human Performance Technology (HPT) and performance support. But organizational performance improvement means increasing insights in addition to reducing errors.

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.”. If you are interested in organizational performance issues, here are a few points to ponder. This is conjecture, based only on this article, but it highlights significant issues for training professionals. Would more and better training have helped this conductor?

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. The barriers above can be addressed without training.

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. But the modern training field exploded after 1945. Training looks at how people currently do work and then gets others to replicate this. The training department assumed the status quo.

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. It’s a welcome change, but is focused on individual training. In the military there is much more training than individual, skill & knowledge-focused, course work.

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. 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

Here 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. Performance Improvement SocialLearning

Skills 194

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

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. In your email, with the statement “what happens after the training event”, you have cemented (again) the root cause of the Kirkpatrick model. Changing our training evaluation models shouldn’t be a management focus anyway. Training more efficiently is a mug’s game.

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. The first assignment has started with a bang this week, with many long and thoughtful posts about training and instruction.

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. While all three are important, we spend more time doing work than in training. Performance Improvement SocialLearning

the silo effect

Harold Jarche

Taking financial incentives away from daily work improves collaboration between departments and professionals. Tett, an anthropologist by training and financial journalist by trade, thinks the mindset of an anthropologist has helped in understanding the silo effect. 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.

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. From pushing training and courses, to workers pulling learning as required.

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? However, I am interested in how training design decisions are made and what role Learning & Development (L&D) professionals play in the relationship between building aircraft and flying them. We know that not all the crew received all the potential training on this particular aircraft.

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. Join us for a brief look back at the pre-training world and some thoughts about what may lay ahead. A little training went on, but there still weren’t any trainers. NCR delivered the first sales training.

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 works well for complicated problems, when you have clear and measurable objectives. Complex problems often require insight, beyond what training can prepare you for. Performance Improvement

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. Military Instructional Systems Design (ISD) has greatly informed and inspired civilian training. Collective Training. Tags: Learning Performance Improvement Work

Groups 152

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“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.

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. Subject matter experts are interviewed or observed, good practices are noted, and then training programs are designed to develop the skills that make up some or all of a job. Anyone with the requisite abilities, as quantified in the job description, can then be trained. We cannot train for insights. There are too many variables to train for.

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. Even compliance training changes as new regulations try to counter every unique case. Training, other than in basic processes, does not address these skills. Tags: Informal Learning Performance Improvement

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

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? If nobody sees it, then it would be best to let the training department drift into obscurity so that others can take the lead in promoting cooperation, collaboration and knowledge sharing. 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 ImprovementAt work and in school we are pretty good at creating documentation to share explicit knowledge.

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. So…now you get back to Training and they’re sitting around the fire at the mouth of the Training cave hugging their storyboards to their chests like flotation devices in a water landing. 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 Improvement

Design 179

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

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. I think training & organizational development can learn a lot from marketing, but of course I’ve said that before. NetworkedLearning Performance Improvement SocialLearning

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. It is not an intelligent strategy to train people to overcome system deficiencies.

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. In some cases, these barriers could be addressed and there would be no further requirement for training.

Tools 162

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&#. The training industry (internal or external) then develops the training and as more compliance training gets loaded onto organizations we have an excellent excuse to buy some technology systems to manage it. That mindset also permeates the training industry. There is no such thing as a training problem.

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 SocialLearningWhat 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.

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 203

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.

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 ImprovementEugene Kim looks at a variety of disciplines in the collaboration space, using LinkedIn network analysis to see if and how they are related.

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&#. Courts can be assured that workers have been trained, so the company has met its responsibilities. Tags: Informal Learning Performance Improvement Wirearchy

Change 202

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.

The Practice of Training in the 21st Century

Harold Jarche

The Practice of Training in the 21st Century is an online presentation I will be doing for CSTD on 4 March 2009 at 1:00 PM EST. There is a fee for the event which supports CSTD’s work in fostering the profession of training, workplace learning and human resources development in Canada [my services are pro bono ]. The presentation is an update of the ideas from the Training Department in the 21st Century. Tags: Performance Improvement Informal Learning

You need the right lever to move an organization

Harold Jarche

Tweet Klaus Wittkuhn wrote an excellent article on the systemic approach required in human performance analysis in the March 2004 edition of Performance Improvement published by ISPI. A key concept in the article is that you cannot engineer human performance. Human performance is an emergent property of an organization, and is affected by multiple variables. As Wittkuhn states: It is not an intelligent strategy to train people to overcome system deficiencies.

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. Learning Performance ImprovementWill Thalheimer has developed the Learning Landscape Mode l and created this 13 minute video to explain it.

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). Without the proper analysis of the organizational needs, constraints and performance factors, a “learning” project may be doomed from the onset, because too often, training is a solution looking for a problem.