…and the beat goes on
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?
The author, Gary Wise, is a largely unsupervised corporate Learning & Development veteran courtesy of surviving twenty years in roles ranging from individual contributor to senior leadership. He spent an additional fifteen years as a hostage who now refuses to fade peacefully into retirement.
It seems I read too many black ops books and look at missions from a tactical perspective before nailing down an actionable strategy to move forward. No Delta Force team moves to execute on a leadership request on a mission without completing a thorough and comprehensive reconnaissance effort first. We (L&D) could gain considerable insight […]
A recent post on LinkedIn tripped my trigger this morning, and despite the urge to rant, I will try to be gentle. No guarantees. The question posted asked for advice for someone new coming into Learning & Development (L&D). Here is what percolated into this savory reply, and I should add, this reply is not […]
Point-of-Work is a Destination where task-centric and role-specific workflows exist. The brokenness is what happens at that destination, not the destination itself. In fact, most all workflows may represent a number of Points-of-Work…a number of sub-destinations…where actions and decisions to take action must happen effectively and efficiently to generate value in the form of measurable results. A destination cannot be viewed as broken…but the conditions at said destinations (Point(s)-of-Work) represent the collective attributes that enable or restrain performance outcomes.
The key is consistency of Discovery from the top of the organizational hierarchy to the bottom. Comparing results of a cascade down through the hierarchy provides source data that can facilitate an Alignment Conversation from dependable, validated reconnaissance. Nobody dies if we neglect to negotiate a discovery cascade, but how many precious hours and resources do we spend to build an ineffective one-size-fits-all solution?