General Framework for a Path/Menu
The following is an example Path/Menu framework of 4 segments of where the 3 segments of B-M-E — Beginning-Middle-End — of my starter framework for a Path/Menu.
The Same Framework for Stating the Performance Competence Requirements At Any Level
Stakeholders Rule – Including the Customers in Setting the Requirements for the Processes’ Outputs and the Performers’ Tasks
Capturing the Performance Competence Requirements
This next graphics lays out the enablers that may be part of the Performance Gaps’ causes.
In the CAD Design Meeting
You arbitrarily start with 3 segments – B-M-E – for initial sorting of the chunks of Performance and the chunks of required Awareness/ Knowledge/ Skills Enablers (of the articulated Performance).
Once the flow of possible learning is seen – the clustering of content (existing and possible future content) and the selection of mode/media is specified – by the Design Team of Master Performers and other SMEs.
This also where any desirable reinforcing content is specified – in case the job won’t reinforce the learning and provide the feedback well enough and timely enough by itself.
3 Segment Path/Menu Example
The initial project was done in 1986 and then updated twice over the next 8 years. The path served 1100 to 1500 Product Planners/Managers over that timeframe.
1 Segment Path Example
Lock step. Everyone together.
The client needed the Path to facilitate two test out/fail out points – and the temporary interruption of the Learning to enable people to go out on the floor and take certain calls during times of extreme overload. It happens.
4 Segment Path/Menu Example
The path led to a Zone Managers Path – and both included a heavy emphasis on Qualifications Tests embedded in key Events on the Path. Also, many Events included structured interviews and structured practice on-the-job to facilitate Social learning.
6 Segment Path/Menu Example
The audience included a global audience of people in many different countries with different job responsibility variations, dealing with their local requirements (the equivalent of the US’s FDA).
This project followed on a Lean-Six Sigma effort for the global process that the Path/Menu addressed.
As Flexible As Feasible and As Rigid As Required
All Paths/Menus should be as flexible and as rigid as appropriate.
Regarding all of my models, methods, tools and techniques…
… just as I needed to do on almost every project.
Learning Can Only Take You So Far
Generally – more guidance is needed for those new to the Performance – and less for those with much more experience.
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