Successful implementation does not equal full adoption. My point is simply this – being ready to deploy any manner of change is not the same as being at a state of readiness to implement effectively and ensure sustainable adoption across the user population. Both of those examples from my own experiences flash back when I think about the prospects of integrating EPS in any organization.
Category: Continuous Learning
Sustained capability…or “competency” if HR-speak is more your style…does not manifest during training regardless of flavor or innovative gyrations we employ. Sustainable workforce performance at the point-of-work is where we need to focus, and point-of-work is not part of, nor within the scope of the training paradigm. If the rules of engagement have changed, so too should our paradigm.
After drinking the performance consulting Kool-Aid it struck me that the L&D focus was incomplete…and it still is…despite myriad Training innovations like MOOCs, micro-learning, mobile learning, virtual learning, and any other exotic blend you can name. No matter how we dressed it up, no matter how much lipstick, it was still Training. The myth continues to live on.
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When Are MOOCs Not MOOCs?
This post this likely to twist a knot in a few knickers, but hey…it’s what I seem to do these days, so buckle up…this might rip you right out of your training paradigm. Traditionally, a MOOC, in academic circles, is known as a Massive Open Online Course…and I have no problem with that. Where I get torqued down tight is when corporate Training tries to emulate an academic MOOC with corporate learning content. When that happens, corporate L&D potentially misses the boat.
This post is an attempt to make the point that while performance data can now be exploited beyond our wildest expectations, there are tactical disadvantages that accompany decisions related to pursuing an aggressive analytics implementation without a well-thought out battle plan firmly in hand. And yes, I learned these things at the 32nd level of Destiny during a Crucible mission.
Many organizations are locked into long-held beliefs that training is the default solution to overcoming performance challenges. While training can certainly contribute to closing performance gaps, sadly, the only outcome that can be consistently proven is the creation of potential. Is potential enough?
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Death By Demo
You know what really torques my frame? Product demonstrations, especially when the demo is feature – function – benefit (FFB) “spewage”. I’d rather be stabbed repeatedly with something dull.
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Define the “DO” First
When you consider how quickly business is moving, and the need for an agile and resilient workforce represents minimum criteria for creating sustained capability, the rules of engagement have clearly changed. Training cannot keep pace; scope and charter just do not match up when our new ground zero is located downstream in the post-training world…at the point of work…at the moment of need.
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Turn Loose the MOOCs
Consider the point of work as the new classroom if you like, but recognizing the application of assets at the point of work represents new kinds of assets…a.k.a. Performance Support [PS]. Courses no longer fit. When your hair is on fire there is no time to log into the LMS and take a course on fire safety. You need immediate access to an intentionally designed asset that is task-specific and often role-centric…and business relevant…and effective at the point of work…and accessible at the moment of need. That ain’t training!
This is the challenge in front of us when we are trying to successfully position the added value and positive business impacts of Performance Support to an organization comfortably fed by a Training paradigm. It is that Training paradigm that blocks even considering there are other options to drive performance outcomes. Henry Ford nailed it when he said, “If I’d asked them what they wanted; they would’ve said faster horses!”