T&D: Thoughts About Performance-Based T&D At The End Of 2018

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I wish you all a very Merry Holiday Season!

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T&D: When Improvements Aren’t

Story From the 1980s

At an NSPI (now ISPI) Conference back in the late 1980s I heard a Case Study where the T&D organization was helping the Sales Organization to get all of the Sales People to adhere to the New Sales Process.

They were initially successful – until ultimately they weren’t.

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It seems that the New Sales Process created by the Sales Organization, with all of the additional hoops that the Sales People had to now jump through – so to speak – doubled the Sales Cycle.

Resulting in a halving of Sales Revenues.

Halving.

Nevermind

So the next T&D effort became one to get Sales People to revert back to the Old Sales Process ASAP, until the Sales Organization could figure out what to do next.

Lesson Learned

Take a Systems View when Improving Performance.

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T&D: Fun Fun Fun – Until Daddy Takes the T-Bird Away

With Apologies to The Beach Boys for the Title of This Post 

YouTube Video – OEB Conference – Published on Dec 10, 2018

This House Believes All Learning Experiences Should Be Fun is the motion for this year’s OEB Global Debate.

As ‘enriched’ experiences, such as gamification and virtual reality, play increasingly important roles in education and, as traditional methods of teaching come under increasing attack, this year’s OEB debate is your chance to have your say on the role of ‘fun’ in learning.

Should all learning experiences be fun, as the proposers of the motion will argue? Or are hard work, discipline and the old-fashioned ways still as important as ever? Always one of the highlights of OEB, the annual Plenary Debate is an opportunity for you to discuss one of the most important issues for the future of education with our expert speakers.

The parliamentary-style format is sure to encourage a lively exchange of views – and there’ll be plenty of time for audience participation.

Chairperson: Harold Elletson.

Speakers: Alex Beard, Elliott Masie, Benjamin Doxtdator and Patti Shank.

BTW – besides being a fan of Patti Shank – I would tend to agree with her.

My Past Posts About Fun in Learning

2010-06-23…

https://eppic.biz/2010/06/22/does-engaging-learning-always-need-to-equate-to-fun-learning/

The next day…

https://eppic.biz/2010/06/23/fun-fun-fun-until-the-learning-research-data-takes-it-away/

2011-09-04…

https://eppic.biz/2011/09/04/about-the-notion-that-learning-must-be-fun-i-disagree-with-that-notion-sometimes/

My Online Collection About Fun and Games in Learning…

Foo Foo About: Fun and Games in Learning/ Training

Final Comments

This recorded debate was about “All Learning Experiences Should Be Fun” – and I disagree.

“All Learning” does not have to be fun.

I spent 14 weeks in boot camp for the USN in late 1972, spilling over into 1973. I learned a lot – but none of it was fun.

Then I spent the rest of almost 3 years in the USN, on a ship, overseas for half of it, and continued to learn a lot – yet again, none of it was fun.

The time I went on “leave” and “liberty” – now most of that was fun. But I’m not sure if I learned anything.

BTW – my time not overseas was spent mostly in sunny California.

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T&D: Learning Styles – Only For The Money?

Why Won’t This Myth Die?

Are groups that continue to promote this – despite the research – only in it for the money?

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What other fallacies are they promoting ONLY FOR THE MONEY?

How can you trust them to provide you with valid guidance for your career development?

Should you abandon them – until they come to their senses?

They certainly don’t seem worthy of your time, attention and money.

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T&D: Moving to Performance Improvement PDQ

Your T&D Clients Really Want Performance

They simply often see T&D as a means to those ends.

But … they could be wrong … some of the time.

Sometimes the Root Causes of Performance Issue – isn’t a lack of K/Ss – Knowledge/Skills.

Unless the Performers are new to the job, of course.

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PowerPoint Show of the Following Graphics

Sometimes the Root Cause — Isn’t a K-S Issue At All

Clients want Performance. Agreed?

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But if you really take a close look at their situation – you may find other Performance Variables are the issues. Perhaps many.

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You need an Quick Approach to diagnosis.

A Mental Model to help you systematically determine what’s at the root of their issues.

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I always look to the Process first. Is there one? Is it followed consistently? Is it not followed for “good reasons” by those not adhering to it?

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Sometimes the Performers lack the Physical demands of the job.

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If they don’t have the stamina for what the job demands – they won’t meet that job’s requirements.

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Sometimes the Performers lack the Psychological demands of the job.

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If they cannot deal with the stress in the job – and the stress cannot be engineered away – they won’t stay. Or they’ll stay, but become unhealthy.

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Sometimes the Performers lack the Intellectual demands of the job.

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Not everyone can think both strategically and tactically.

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Sometimes the Performers lack the Personal Value demands of the job.

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Sometimes the Performer’s biases get in the way.

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Sometimes the data and information available isn’t what it needs to be. And it’s got nothing to do with the Performers.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the materials and supplies available aren’t what they need to be. And it’s got nothing to do with the Performers.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the tools and equipment available aren’t what they need to be. And it’s got nothing to do with the Performers.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the facilities available aren’t what they need to be. And it’s got nothing to do with the Performers.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the number of people available aren’t what it needs to be. And it’s got nothing to do with the Performers. It’s a headcount/budget issue.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the culture in place isn’t conducive to Performance – because the reinforcing and extinguishing consequences aren’t what they need to be. And it’s got nothing to do with the Performers. At least, these performers.

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Culture and Consequences are Management’s responsibility. Look to the systems in place that address that – upstream from the Performance. And address those. As Deming suggested – it’s The System.

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I’ve often been in T&D projects where it soon became obvious to all – that T&D wasn’t going to address the Root Cause or Causes.

But – if the Root Cause couldn’t be addressed – fixed – then we’d look to Master Performers at the Individual Contributor level – or at the Manager level – to see how they anticipated and avoided the Issue in the first place – or dealt with it if unavoidable in the second place.

That’s what the T&D might address. How to live with the Issue – and Roll with the Punches – so to speak.

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Resources

I have books, and articles, chapters, audio podcasts, videos and many Blog Posts that cover this Mental Model/Analysis Framework. Most are free. Look around.

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Here is my 2011 book:

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From Training to Performance Improvement Consulting (2011) – as Paperback and Kindle

– a guide for a leadership team to take their Training/ Learning/ Knowledge Management organization and Stakeholders on a 2-Step Journey from Training to Performance Improvement Consulting.

Paperback $15 and Kindle $7.50

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PDQ

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