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:
Tag: EPS
Critical demands for ensuring workforce agility and resilience manifest beyond the current scope of the best training programs; the best training design, best development and delivery practices that many L&D organizations rely upon as standard methodology. For a workforce to consistently function at optimal agility and resiliency, we must evolve beyond the current linear paradigm that is only scoped to transfer knowledge and skills through training no matter how compelling and engaging we try to make it.
If your organization recognizes that true business results are won…or lost…@ the Point-of-Work, and a bold decision is under consideration to head up the mountain, meet me at base camp, and let’s kick around some ideas regarding the “climb” that lies ahead!
We should strive to effectively position that EPS adoption is a rapidly approaching future that lies beyond the scope and charter of the traditional L&D training paradigm. It gets tough when you open your mouth make a bold statement that “Training does not drive performance – It drives potential!”
Is it 70:20:10 or is it 85:12:3? To answer this question I offer another question – “Who gives a rip?” – as long as the end-game drives sustained workforce capability. The correct ratio is only correct if the end-game is reached.
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.
Sorry, but this had to happen sooner than later, and I don’t expect a tidal wave of agreement…a few ripples will do. Even early warning signs of a tsunami are as subtle as the tide slowly receding from the shore. Yeah, this is about Performance Support…you expected something different from me? Ain’t happenin’! I’m done filling sandbags to protect the institution of training. You’ll find me on a board swimming out to catch the wave of root causes.
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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.
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!”
I have never met ANYONE on the operational side of the business who is satisfied with “potential”. No one on the operational side of the business gets compensated for “potential”. They don’t want a training graduate who knows that they need to use a shovel to dig a hole…they want somebody coming out of training who can dig a freaking hole…and more perfect the hole, the better.