After one Chapter 11 fiasco and three Reduction-in-Force events in the last 10 years, I’ve decided it’s time to join the “gig economy” as a Human Performance Outfitter. With the last dozen or so years dedicated to Point-of-Work Solutions leveraging performance support and technology integration, I will be the first to confess that adoption of Point-of-Work […]
There is urgency to this step-change requirement that needs to address Moments of Need at the Point of Work when they manifest and where they manifest. Productivity and profitability are hard-wired into this mission-critical capability. These requirements are currently out of scope of the Training Paradigm regardless of the new training system technology implemented.
We have no shortage of targets at which we can fire our L&D solution arrows. Too often just hitting the target with training is viewed as sufficient. I participated in that approach for many years before being exposed to the discipline of performance consulting. That new lens changed everything. The objective morphed from just hitting the target to hitting the right target…with the right arrow…at the right time…with the right amount of force…and for the right reasons.
My recent post “70:20:10 – Myth or Legend?” roused a few readers to offer up some really solid comments, and there were a few that left me feeling like I was at a NASCAR race and just shouted “Ford Rules!” Now if you’ve never been to a NASCAR race, let me tell you this about […]
As redundant as this next statement sounds, it represents the core of my position on this…
Performance support supports performance @ Point-of-Work…not training courses!
Maybe I’m the one boxed in by technology. Maybe it’s my bias that makes me nuts over the alternatives we consider as innovation. LES can only be part of the answer to “something bigger”…something we are still not putting in the crosshairs…something outside the “box” – Sustained Workforce Capability – AND more importantly WHERE outside the box that target manifests – Point-of-Work. C’mon, you knew I had to be going here…
I am deeply buried in HR right now and steeped in the HR discipline, but I am, however…a Performance Ninja. I know who pays the rent. I know I am part of a cost center…an expense…and I know if I’m not contributing to solutions that generate revenue for the organization I have no room to bitch when the next down-sizing happens and I am once again hurled through the window of opportunity.
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%?”
We [L&D] don’t need to catch up to the disruptions in our digital technology as much as we need to catch up to that which our learners are asking.