T&D: Avoid the Blended Learning Blues

Learner/Performers Prefer Resources Instead of Courses

Unless they want authentic practice with feedback in addition to Job Aids.

And they want guidance in navigating all of your content offerings.

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Especially for their new job’s unique Immediate Survival Skills.

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In my view OnBoarding should include Orientations AND Immediate Survival Skill “How To” Instruction. Where the mode/media blend is appropriate to the Learners’/Performers’ performance and learning contexts. I suggest involving them – target audience representatives – in the analysis, design and development efforts. I’ve been doing so since since 1979. They’ll get the blend right.

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Then OnGoing development happens, timed to assignments (just in time) for the individual (personalized). The more “authentic” the better.

The Get Real Blues

Of course the Enterprise cannot afford to do this for each and every job. They need to leverage their investments, get the biggest bang for the buck, the most R for the I, and so they would only give this level of treatment to the high-risk/high rewards’ key processes’ key jobs.

What does get produced for the high value target audiences can sometimes be shared “as is” and at minimal costs “after modifications.” Modifications such as swapping out examples, demonstrations, application exercises, quizzes, knowledge tests, performance tests, etc., in order to increase the “authenticity” for the additional learner target audiences.

Stretching your investments in better management of your content – sharing your authentic curriculum content – has huge paybacks – in performance impact and in reduced life cycle costs.

PACT 7 Business Reasons for Embracing

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T&D: Training Addresses 1 of 12 Variables of Performance

Be Prepared To Uncover

The Key Variables in your client’s specific context that are under-performing. That are at times, inadequate to the needs of the process.

To help your client allocate time and money to a solution-set that addresses the root causes of their problem/opportunity Gap – you need a way to help them see the variables that are the now-obvious targets for improvement.

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Your Instructional Analysis should be tied to a Performance Analysis.

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Just as your Design Philosophy needs to be all about Performance Competence development.

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L&D: Tuesday L&D Processes Audit 38: T&D Staff Rewards and Recognition Process

T&D Process 10.5: T&D Staff Rewards and Recognition Process

Note: In my 2001 book I continued my decades old name for the profession as T&D – Training & Development.

Convert for your use as necessary. I will use both T&D and L&D in this weekly series for 2018.

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Not all loose processes need to be tightened up.

You should only do that Investment if the Returns warrant.

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Learning By Design vs Learning By Chance

When the Cost of Non-Conformance of poor Process/people Performance warrants the Investment in T&D/ Learning/Knowledge Management Content – then make those investments.

And – just because an L&D profession can determine a valid Learning Need and gap in Content – does not in and of itself warrant meeting that need – in any manner.

It’s a Business Decision. 

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The L-C-S Framework View

I use both views…

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Overview of the Big Picture

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T&D Process 10.5: T&D Staff Rewards and Recognition Process

Process Purpose

The T&D Staff Rewards and Recognition Process provides small monetary and other nonmonetary rewards and recognition to the T&D staff, other non-T&D staff, and various contributors to the overall T&D effort.

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Process Description

The T&D Staff Rewards and Recognition Process uses small monetary and nonmonetary (noncash) rewards to reinforce certain behaviors and attitudes.

Examples of rewards and recognition could include

  • Publicity in enterprise paper and electronic publications/news organs
  • Project commemoratives (paperweights, T-shirts, caps, golf umbrellas, pens, pencils, banners, photos, plaques, etc.)
  • Press releases and photos sent to local newspapers, plus video clips sent to all local radio and TV stations (and national press if warranted)
  • Two week-long professional conferences anywhere in Hawaii
  • Bonuses and stock options
  • Company car

Some of the above (e.g., company car) may be a component of the compensation and benefits system.

All of this must be administered fairly. The acknowledgment by the T&D staff that the rewards and recognition process is fair is critical to its success.

Individuals, as well as teams, may be recognized for their efforts and/or results.

Failures (projects, not people) can also be recognized and “celebrated” and “promoted,” but that is always done in an attempt to extinguish the key factors of the failure in order to stop it from reoccurring. Lessons learned come from both successes and failures.

For More About This Process In the T&D Systems View

See my 2001 book: T&D Systems View.

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Click on image to link to the download page.

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.

This 2018 Weekly Series Continues Next Tuesday

For Past Series Posts search this site using: “Tuesday L&D Processes Audit”

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T&D: Target Consequential Performance and Performers

Consequential Performance for Consequential Jobs

Your Instructional Design efforts should be targeted on Consequential Performance for Consequential Jobs – and Not Everything Possibly Needed.

This has been true, for me, since 1979.

And sometimes e-learning isn’t the answer in how to develop Ability to Perform.

Again, Consequential Performance for Consequential Jobs, might dictate practice of authentic performance, after e-learning, to really hone a skill. To help it transfer back to the job.

Sometimes e-learning is on the front-end of “the Instruction” before practice with feedback helps learn “How To” perform and not just absorb facts and abstractions.

Sometime “the Instruction” is simply a library of e-Job Aids, such as online SOPs, facilitating on-the-job performance without any e-learning in the blend at all. Or group-paced, instructor-led training. Or “Orientation” and “Task How To” videos.

Most times the issues call for a blend of Instructional & Informational modes and media.

But before deciding on modes and media – focus on the Performance Requirements of key Target Audiences. Don’t lose focus by attempting to create content for everyone. Don’t focus on Topics. Focus on Tasks.

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Think ROI.

Think Task-Oriented Content.

And then think about how easy then, to measure, compared to Topic-Oriented Content.

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L&D: Tuesday L&D Processes Audit 37: T&D Staff Compensation and Benefits Process

T&D Process 10.4: T&D Staff Compensation and Benefits Process

Note: In my 2001 book I continued my decades old name for the profession as T&D – Training & Development.

Convert for your use as necessary. I will use both T&D and L&D in this weekly series for 2018.

Slide1

Not all loose processes need to be tightened up.

You should only do that Investment if the Returns warrant.

Slide2

Learning By Design vs Learning By Chance

When the Cost of Non-Conformance of poor Process/people Performance warrants the Investment in T&D/ Learning/Knowledge Management Content – then make those investments.

And – just because an L&D profession can determine a valid Learning Need and gap in Content – does not in and of itself warrant meeting that need – in any manner.

It’s a Business Decision. 

Slide3

The L-C-S Framework View

I use both views…

Slide4

Overview of the Big Picture

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T&D Process 10.4: T&D Staff Compensation and Benefits Process

Process Purpose

The T&D Staff Compensation and Benefits Process provides total compensation and benefits for all of the permanent employees of the T&D system; it typically provides only compensation for the outsourced staff.

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Process Description

The T&D Staff Compensation and Benefits Process ensures that local market conditions are reflected in the pay scales being used in each employment market within which the T&D staff works. This process also includes the administration of various types of benefits including vacation, sick leave, etc.

For More About This Process In the T&D Systems View

See my 2001 book: T&D Systems View.

Slide6

Click on image to link to the download page.

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.

This 2018 Weekly Series Continues Next Tuesday

For Past Series Posts search this site using: “Tuesday L&D Processes Audit”

# # #

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