In “Confessions of a Performance Ninja: Optimizing Workforce Performance @ Point-of-Work,” I describe a road map for internal L&D teams to move from a limited status quo training environment to a more holistic approach to optimizing workforce performance. If your Learning and Development resources seem to have reached a saturation point, try moving to where […]
Category: Point of Work Assessment
Status Quo-mentum: A cultural condition characterized by resistance to change, in which the current state of pain is perceived to be less than the unknown pains of changing it while ignoring the missed opportunities. This resistance to change can lead to missed opportunities and stagnation, hindering the organization’s growth and development. The closest numerical […]
…and the beat goes on
As a special offering through Christmas, I am offering “Confessions of a Performance Ninja” eBook as a freebie.
The confessions I share combine best practices highlighted as successful, land mines to avoid, and situations from which to flee. This is an exciting time for the “Point-of-Work” discipline, and this book is intended to smooth the transition into a productive future for up-and-coming Ninjas. Black pajamas and cheap sunglasses are optional, but they are very cool.
I’ve written this book for use as a field guide of sorts to be used on the job. There are some best practices highlighted and other opportunities from which to flee. This is an exciting time for the “Point-of-Work” discipline, and this book is intended to smooth the transition into a productive future for up-and-coming Ninjas. Black pajamas and cheap sunglasses are optional, but they are very cool.
Sadly, if a PWA has yet to be accomplished, there is no validated proof pre-identified that a training solution is all or part of an effective solution. We need validated proof at Levels three & four (observable behavior & financial impact). Since we have yet to return our learners to the field, all we have for proof that we can offer with confidence is based on the Myth, and the only reality that we can rely on and say truthfully is that Training Drives Potential. Indeed, we have butts-in-seat counts, final test scores, and high satisfaction scores, BUT not squat, zip, or nada that prove measurable performance. We’re busy and can prove that beyond a shadow of a doubt, but are we impacting the bottom line?
It is by a strategic re-think keyed on workforce performance converging with the tactical demands of optimizing workflows throughout all five phases of Change. Embracing a repeatable Change model sets organizational expectations and supports consistent best practice application of Change regardless of size and complexity.
Here is a sample of a recent Q&A exchange with a client who purchased the book for their Center of Excellence Learning team.
Since the PC role does have a lens to performance, not just training, our recommendations may cross into other disciplines, e.g., OCM, Process Improvement, and Communication. How have you established your role with these different groups so as not to be viewed as overstepping into their discipline?