L&D: Content Maintenance – con’t.

If you build or buy or curate Learning Content, are you agreeing to keep it Evergreen as well, or are you willing to let it go out-of-date and continue being used?

Are the maintenance responsibilities clear?


Good Stewards of Shareholder Equity Don’t Squander It

They invest it to grow it.

They care for those investments in L&D assets knowing the value expended.

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L&D: Flip It Friday

Flip the 70-20-10 Reference Model in L&D

Avoid Poor Practices being established by providing Most 10 Before Most 20 Before Most 70.


Head off False Notions that abound in work performance.


You can’t afford to provide The 10 on Everything for Everybody – so with your clients, seek out the High Rewards and High Risks areas – and head Poor Practices Off at the Pass!

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L&D: Let Models of Performance Guide Self-Directed Informal & Formal Learning

Before The Analysis Dust Has Settled

I’ve had more than several clients jokingly tell me – over the past 3 decades – that once they saw the Performance Model charts and data, and the Enabling K/S Matrices and data – that perhaps they could forgo building Training for it all – and just let these Analysis Outputs guide their target audiences.


My response has always been – that they won’t need all of that covered in Training – and some of it would appropriately be left to: Un-Structured OJT.

A Decade ago or so that became known as Informal Learning. I’d been calling it Un-Structured OJT since the early 1980s. Same Diff.

In the Design Phase – after Analysis – some of the K/S Items – as well as some of the Output-Tasks Clusters – would be left on the Cutting Room floor – as in film editing.

And maybe some potential Content would not be resourced, post-Design – right away – or ever – and something like Un-Structured OJT would have to suffice. But the good news is that all of it would at least have a name to it – that Un-Structured OJT stuff.

That’s the Value Add of the Analysis data even if not Designed, or Developed.


Who Says So?

The Master Performers and Other SMEs chosen to be in the Analysis Team – and later the Design Team – says so. That’s who.


Not that they are perfect – but who else would you ask?

And that’s why it’s also very wise to Pilot Test most Content before any General Release.

Examples of What I’m Talking About

PowerPoint Show: Sales Data – From 1986

Examples of Sales Performance and Knowledge & Skills Data – PPT Show

PowerPoint Show: Sales Data – From 1993

Example 2 of Sales Performance and Knowledge & Skills Data

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L&D: Managing What Is Important – Currently

I Take a Process Perspective 

And what I’ve found in most L&D functions is that darn few Processes are visible/known/called out – let alone managed and Continuously Improved.

Very few have a Map on the Wall – of their own Processes.


Back in the late 1980s and early 1990s I have several projects to help clients get a better handle on their internal Processes. It ended up being the foundation of my 2001 book: T&D Systems View.


47 Processes embedded in 12 Sub-Systems within a T&D (or L&D) System.

Which of course, is a System within other Systems.


Where to start?

In the book. It’s available as a Free PDF and as a Kindle and Paperback.

T&D Systems View (2001)

Click on image below to link to the download page for the Free PDF.

T&D Systems View is also available as a $15 Paperback book – and $7.50 as a Kindle – for more information and/or to order – please go – here.


Or in a PowerPoint Show of a 4-5 day Workshop

Tuesday L&D Audit Stuff 2018 – 2006 Workshop Slides

And this PowerPoint Show from my 2018 Blog Series

Tuesday’s L&D Audit Focus – 2018 Blog Series Slides

What’s Currently Important – May Change

So keep reviewing your Process Map for new targets for Improvement.

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L&D: You Can Only Help With The Performance Ecosystem – Part 1

But You Cannot Own It

You can’t even own the Learning Ecosystem in its entirety.

The Enterprise owns that. You can operate and manage part of it. Those parts that are shared. But every Organizational Entity owns their unique parts.


But you can deploy training so others learn – how to approach their own needs – and give the Enterprise some common language and concepts – for helping them to put into place the critical pieces that they need. Including the Training and Learning and Knowledge Management components.

The Issues and Causes Are Well Beyond Learning Needs

If your Analysis approaches don’t see beyond Knowledge and Skills – you’ll never determine the real root causes beyond what Learning can address. Fix that ASAP – IMO.


It’s complex – not simple. Step up to that.

First the Process

Is the client’s Process or Processes even capable of meeting the needs of the Customers downstream and of all of the Stakeholders regardless of where they sit or focus?


Second or Third Are the People

And as Deming claimed at 94% of all Quality issues are within the control of management – and not the individual – perhaps People – the Human Assets – should be third.


Third or Second Are the Non-People Assets

Are these in place sufficiently – at the moment of need – delivered Just-in-Time – or sitting in nearby storage At-the-Ready?

Are the Expectations clear – the Resources there – and the Culture supportive?


The EPPI Fishbone

This is my adaptation to the Ishikawa Diagram from the 1950s in Japan…


And Stakeholders Have Stakeholders Too

Look around each corner – so to speak.


Concepts, Models, Methods, Tools and Techniques Abound

And that can stymie some.


Teaming – and how to flexibly participate when you are not in the lead – will be key.

Are you ready?

Part 2 – Follows Soon

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L&D: Get and Hit the Right Target

Does Your Target Keep Moving?

One day it’s this – the next day it’s that.


Move to Something More Stable

A framework for each effort, each project.


Performance Competence as a Measurement Framework

Focus beyond the Topics and Tasks to Stakeholder Requirements.


Analyze the Performance Context

And Establish Measures Based on The Stakeholder Requirements.

And get your Learning Objectives in sync with those.


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