Final Friday of the Month: Part 1 – Assessing Your T&D/ Learning/ Knowledge Systems

In this month’s Final Friday Feature we will address…

12 O’clock: T&D Governance and Advisory System

  1. T&D Governance Process
  2. T&D Advisory Process

This 12-part Blog series addresses the systems and processes of an organizational entity addressing T&D/ Learning/ Knowledge Management. Original source is my 2001 book:

2001 TDSV Book Cover

The 12 clockface positions of the T&D Systems View model each represent a subset of the total system’s Processes of T&D.

They are organized into three groupings.

– T&D Leadership Systems and Processes

– T&D Core Systems and Processes

– T&D Support Systems and Processes

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12 O’clock: T&D Governance and Advisory System

  1. T&D Governance Process
  2. T&D Advisory Process

– T&D Governance and Advisory System – This system’s processes organize all of the key stakeholders of the enterprise in order to formalize the channels of communication for providing advice from the T&D internal marketplace customers and governance from the leaders of the enterprise.

T&D Governance Process Outputs and Their “Utilities”

The key outputs from the T&D Governance Process include the following:

Key Outputs Key Utilities
General goals, objectives, and measures for the T&D system’s operations These help others within the T&D operations processes determine where to focus their improvement and investment resources. These channel efforts and build and maintain the infrastructure required to operate.
Specific goals, objectives, and measures for the T&D system’s products and services These help others outside the T&D operations processes determine where to focus their improvement and investment requests for resources. These operate the infrastructure to build products and services for key targets with high-payback potential.
Ultimate approval for any and all initiated T&D business case projects, and the business rationale for any/all T&D efforts and resources These help others understand the impetus and importance of any effort that they may be directed to participate in, as well as explain and document the “costs of conformance” (to a standard/benchmark), and the “costs of nonconformance.”
Budget, headcount, facilities, and other resources within their budgetary control or influence These ensure that the executives in control of enterprise resources (and on the board of governors for T&D) understand the link between their requests for T&D and the resources necessary to accomplish their goals.

Is It Broken? Clues and Cues

Your T&D Governance Process may be broken if

– The priorities and projects of the T&D system often change midstream, with little business rhyme or reason.

– There is little energy or enthusiasm for many of the T&D projects, and it is difficult to get the internal customer engaged and involved in timely, meaningful ways.

– Projects are under-resourced or improperly resourced (any “body” “will do”).

– Projects have unrealistic cycle times.

– Projects themselves have no structure and do not seem to be scheduled activities on the calendars of the customer to be served.

– T&D is not a major component of either the overall business plan, or the HR plan, or the business plans for the other business units and functions.

T&D Advisory Process Outputs and Their “Utilities”

The key outputs from the T&D Advisory Process include the following:

Key Outputs Key Utilities
Proposed T&D projects, return on investment, and the budget requirements (headcount and expense dollars) These allow the board of governors to see a longer range approach to meeting the needs of critical audiences in successive waves, driven by priorities based on both their cost of conformance and cost of nonconformance.
Completed T&D project efforts and specific T&D products and byproducts Products are then released to T&D deployment (delivery) after successful completion of the development projects.

Is It Broken? Clues and Cues

Your T&D Advisory Process may be broken if

– The advice given to the ultimate, executive decision-makers regarding T&D resource allocations is happening without T&D’s active, structured involvement, and is more political than rational/process-performance based.

– There is no macro-development plan for key target audiences.

– Most T&D projects are “one-offs,” one-shot efforts, that do not lead to anything cohesive for key target audiences.

– T&D development projects are conducted without a clear understanding of their cost of conformance and cost of nonconformance or forecasting the life-cycle costs that will be incurred over time to offer this T&D product/service to the T&D marketplace.

– You feel that you have to continually roll with the punches and are constantly going from one T&D project “fire” to another.

Free Book PDF

For more on this model please see the free 400+ page book: T&D Systems View at www.eppic.biz which is intended as both an analytic and design tool – here.

Guy W. Wallace

Guy W. Wallace, has been an external ISD/HPT consultant since 1982, is the president of EPPIC Inc., and is a past president of ISPI – the International Society for Performance Improvement.

He is the author of the book:  lean-ISD, a recipient of an ISPI 2002 Award of Excellence. He has also authored/co-authored 13 other books.

He may be reached via, and related resources may be obtained, at his web site: www.eppic.biz

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TBT Short Video: Ryan Watkins – HPT Practitioner 2010

Shot at the ISPI Conference in 2010.

Just under 12 minutes

The 2 Video Podcast Series on HPT

HPT – Human Performance Technology – the application of science (technology) to improve performance of the individual, the team, and the organization levels.

The HPT Practitioner Video Podcast Series are short videos of HPT Practitioners – speaking to a script.

The HPT Legacy Video Podcast Series are longer videos, in an interview format, loosely following a script and following tangents at times.

Over 55 videos in these two collections.

See the entire series of HPT Practitioner and HPT Legacy Series Videos – here.

For information about ISPI – the International Society for Performance Improvement – please go here.

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Video: Will Thalheimer on Learning Objectives

Learning Objectives — A Research-Inspired Odyssey

More of Will’s videos – here.

Will Thalheimer, PhD
President
Work-Learning Research, Inc.

website: http://www.work-learning.com
website: http://www.AudienceResponseLearning.org
blog: http://www.willatworklearning.com
subscribe: http://www.work-learning.com/subscribe.htm
phone: 617-666-9637

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In Performance-based Learning Analysis & Design – Focus on the Process Performance Requirements

In Analysis & Design in Instructional Design – Training, Learning, Etc.

Otherwise you might develop Content that instructs/enables something other than desired performance.

Something general, generic, with face-validity as a NEED perhaps, but not authentic enough to change behavior and results.

TACATTIPC

Understand the authentic Performance Competence Requirements – driven by the demands/needs of the Process and its Stakeholders.

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The Stakeholders, including but beyond the Customer.

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The Customer Is King – Not.

Simple example: the Customers all demand that you do something that is against the law with huge fines and significant jail time for the owners and executives.

Who wins?

Exactly.

Focus on the Performance Requirements – And Enable Them

Understand where the Process and products/Services are not Meeting the Requirements of your particular Stakeholders.

Then determine the Gaps in any of the Process’ Enablers.

FOTPPRAET 2015

Then address those Gaps after determining their fit as a systems approach – and the R for the I – for each intervention.

The key Enablers of your systems approach (and systemic approach) may not be Awareness or Knowledge or Skill.

They may be needed to be addressed via Learning and/or Performance Support – due to some other part of the Intervention-set being addressed – first.

PC at the Worker Work and Workplace levels

Then determine the bundling and sequence for beginning each Intervention-set – dealing with getting those Enablers where they need to be to enable Process Performance.

And get on with – by starting with Planning. Not Just doing it. IMO.

Most of the time anyway.

5-ps-of-planning

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TBT Short Video – Timm Esque – HPT Practitioner 2011

From 2011 – Shot at the ISPI Conference.

6:29 minutes

The 2 Video Podcast Series on HPT

HPT – Human Performance Technology – the application of science (technology) to improve performance of the individual, the team, and the organization levels.

The HPT Practitioner Video Podcast Series are short videos of HPT Practitioners – speaking to a script.

The HPT Legacy Video Podcast Series are longer videos, in an interview format, loosely following a script and following tangents at times.

Over 55 videos in these two collections.

See the entire series of HPT Practitioner and HPT Legacy Series Videos – here.

For information about ISPI – the International Society for Performance Improvement – please go here.

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Short Video: Jim Hill – HPT Practitioner

From 2008 – at the ISPI Conference

Human Performance Technology – or – Performance Improvement

Just over 3 minutes

The 2 Video Podcast Series on HPT

HPT – Human Performance Technology – the application of science (technology) to improve performance of the individual, the team, and the organization levels.

The HPT Practitioner Video Podcast Series are short videos of HPT Practitioners – speaking to a script.

The HPT Legacy Video Podcast Series are longer videos, in an interview format, loosely following a script and following tangents at times.

Over 55 videos in these two collections.

See the entire series of HPT Practitioner and HPT Legacy Series Videos – here.

For information about ISPI – the International Society for Performance Improvement – please go here.

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