Consider this…are we (L&D) fighting the good fight tactically based on a strategy formalized on an incomplete paradigm?
Author: Gary G. Wise - Author - Grief Coach
Unsupervised, unfiltered, and occasionally undisciplined Writer of Things that thrill readers with engaging stories created by a seasoned storyteller.
What comprises the best way to transfer knowledge seamlessly, frictionlessly and ubiquitously regardless of where the worker is on the continuum and…especially…where they might be during a critical workflow? The answer is, “It ain’t training!”
My own gap for the first 20 years of my L&D career was never considering there was a need to engage at PoW. Training WAS the standard solution after all, so why look beyond the obvious? Obviously, our L&D team were more focused on efficiently and effectively transferring knowledge which by the way was what we were scoped and compensated to do. The blind spot of never considering the PoW prevented us from taking our status-quo-methodology and solution design downstream to include sustaining workforce capability at PoW. Can you also say “Cultural Blindspot?”
If sustained workforce performance truly represents the universal brass ring, L&D…or some other corporate entity…must evolve tactically and adopt a performance mindset head downstream into the post-training environment where measurable outcomes and value are generated…or lost – Point-of-Work (PoW).
A Training Needs Assessment is NOT going to deliver the mail; however, a Learning Performance Assessment targeting role-specific/task-centric challenges at PoW will reveal sources of frustration otherwise overlooked…defaulting to explanations of failure based on the inability of training to equip the performer to perform…the quality of training…the poor training experience…yada…yada. So…what should we do? Where do we look for answers?
There are plenty of positive discussions in the networking groups I follow regarding the shift to the cloud for digital integration across Enterprise Systems, Business Apps, and APIs. This is all good news, but I must ask this question – “What about the digitization supporting the “human infrastructure” tasked to perform effectively using this digitized business infrastructure at the Point-of-work?” Is the answer a chicken or egg debate?
My core point here is straightforward – we have a mandate to treat workforce performance as a continuum from Point-of-Entry (onboarding and 1st learning) to Point-of-Work (sustained performance competency). Therefore, it makes sense to me that any assessment efforts undertaken should include the downstream, post-training PoW; hence, the need for a holistic Learning Performance Assessment (LPA).
“Intentionally designed for application at the moment of need at Point-of-Work; can your team deliver solutions of this nature? Can your team accomplish discovery to accurately determine what the assets should be? Do they address all 7-Right Things?
A common misconception is treating DPS as a technology solution and finding some application(s) where to apply it. Finding a “fit” is important, but DPS is only the enabling technology to a cultural shift and mindset that ground zero for building and sustaining performance is found at the Point of Work. What must come first is establishing a “human infrastructure” capable of wielding several key components:
Intentionality is borne out of perspective and scope, where in the traditional L&D sense…solution scope shapes perspective and/or limits relevance, effectiveness, and applicability at the Point of Work. Methinks that fact alone is enough to spark a step-change in L&D.