I was honored to kick off 2020 with David James. This post is a replay of the 48 minute podcast. With the recent frequency of posts on the Point-of-Work topic, the podcast may help fill in the gaps. As always, David James did a superb job of interviewing…I just tried to keep up. It must […]
Tag: moments of need
The blind spot as I see all too often involves designing solutions to fit the existing learning architecture and development tools. Status quo solutions can be a greater source of un-sustained workforce performance given the scope of performance restrainers extends well beyond what training can impact.
We talk a lot about boosting employee engagement and making learning more engaging. Let’s shift our engagement focus to where the workforce works; enabling successful performance in the workflow lifts up employee satisfaction through job satisfaction…and accelerates productivity.
IT will do an outstanding job of testing, validating, fine-tuning, and deployment of the transitioned systems. My question is this, “Is L&D equipped to invest that kind of pre-launch rigor and…more importantly…to post-launch support to the knowledge worker’s in their respective workflows and moments of need?”
Our field of play has shifted closer to…if not converged directly into…Point-of-Work. This shift has disruption written all over it. Rules of engagement are being disrupted by increasing velocity of business demand and continuous change. If the rules change, so too must our game plan, and adoption of a Point-of-Work Solution Discipline represents a new game plan.
The call-to-action for L&D is to have staff capable of operating comfortably and effectively in the domain of the Point-of-Work exclusive of being a SMEOEDT…SME of Every Damn Thing. This mission… should you choose to accept it…is to seek out individuals possessing the expertise of a performance consultant. Find one or develop one. Methinks having one in the mix is no longer an option if the L&D function has a prayer of breaking free of the limiting blinders of the traditional Training Paradigm.
In the event your brain immediately visualized training courses or learning events residing on your LMS…we have a potential disconnect here because “Training” in any form represents only the 10% in the 70:20:10 framework, and to make that even uglier, the 10% falls into the +/-5% of our 2,000 hour work year that Bersin’s research says we get each year in the form of formal learning. So what? That +/- 5% begs for what I felt was not researched…but leaves an obvious question – “What about the “OTHER 95%?”
You “train” a bear to ride a bike…and with enough bear treats and a Taser you can train a bear to ride just about anything. If that bear is “learning” anything at all, it’s how NOT to get shocked…and keep scoring bear treats.
We…L&D…are in a predicament because we don’t actively seek out predicaments. We cannot see them looking through the “wrong end of the telescope”. We don’t design solutions for predicaments…to be more precise…performance predicaments. And that, my friends, IS a predicament!
If we do not accomplish discovery at the Point-of-Work, we can only guess at performance outcomes or task-level work requirements, who actually does the work, required resources, tools, systems and/or moment of need support needed to pull it off in a sustainable manner. THAT’S a discovery gap. And it’s urgent we close it sooner than later.