Performance-based Competencies = "Performance Competence" Requirements

Yesterday I received the new Training Directors Forum E-Net email and saw my response to a reader’s challenge regarding COMPETENCIES. I offered that my book would provide a guide to “performance-based” COMPETENCIES…which I refer to as Performance Competence…the ability to perform tasks to produce outputs to stakeholder requirements.

That resulted in a 1-day hit rate on the book for downloading of over 250 on Thursday August 9th!

Check out all the chapters in my book: lean-ISD related to Performance Analysis…or…PACT Analysis. lean-ISD is available as a free 404-page PDF on my web site. And my “competency-related” Blog content!

PACT is my performance-based ISD methodology-set. There are 5 major sets of methods…

In my 74 CAD projects…and in the hundreds conducted by myself, my partners, my staff and my clients’ staffs, most looked at the “totality” of Performance Competence requirements for “a job category” or “a family of job categories” or was narrower and looked at the total needs of a cross-functional team involved in a processes or a set of related processes.

CAD is a lean process, linear with no reworked planned – the iterative nature of ISD that many discuss or write about as natural or desired. Desired rework? Because you couldn’t get it right on the first pass? PLEEEEASE.

And just as “systems engineering” elsewhere leads to system component development/acquisition – so does it in PACT. A CAD effort leads to development/acquisition of performance-based INFORMATION & INSTRUCTION tied directly to the workflow…the processes…and the human performance requirements.

I had noted to Training in my response to their readers inquiry that lean-ISD is the book that resulted after hundreds of real-world applications for my clients that is based on a methodology first described to the public in Training Magazine’s September 1984 issue in an article written by my business partners and a staff member at what became Svenson & Wallace Inc. (SWI).

Here are the applications that I have been involved in to first determine the Performance Competence requirements, then the enabling K/S requirements, then the existing T&D appropriate to reuse or rework (modification) PRIOR TO macro design efforts of a performance-based curriculum…which afterwards or immediately following…lead to development/acquisition efforts at the ADDIE-level of ISD (MCD – Modular Curriculum Development/Acquisition) efforts…

My 4th book, Management Areas of Performance is an example of the analysis methodology for management, enabling one to tease out both the unique and the shared “processes” that managers perform within.

Review from John Coné – past president of ASTD (while I was president of ISPI) and a former co-worker for Bill Wiggenhorn at Motorola in the early 1980s…

One of the great strengths of the book is that it is NOT about competencies.
You make an outstanding point that there is more to the job than just
possessing (or even exhibiting) competencies.

I really liked the book. Now, I have to be honest with you – it surprised
me that I did. I have never been a fan of “workbook” type books that
require me to do a lot of introspection and homework. Maybe that’s because
I’m lazy, or maybe because they require me to accept the models in the book
as I go along rather than deciding after I have read it all how well they
will apply to my world. Whatever the case, when I saw how your book was
organized, I figured I wouldn’t like the format and then I’d have to figure
out how to tell you that.

But it didn’t happen that way.

I think it is because of the way the book is organized, and perhaps also because you keep things relatively simple. You don’t ask me to buy into a complicated and unusual model; but one that is pretty straightforward and logical. I also think that using the technique of directing people to the chapters that apply to them the most (as you do in Chapters 4 and 18, for example) prevents us from having to slog through work that we are not sure goes to the heart of our concerns. That is a brilliant move, and I wish more authors used the approach.

Thanks for the chapter summaries. They keep the reader on track and tell us
what you as the author think are the key points of each chapter. The intros
also do a great job of keeping us oriented.

The book reads easily and is very clear and concise.

________________________

T&D Systems View, my 3rd book, uses that same framework of Management Areas of Performance, to frame a department for analysis purposes…

Review from —Miki Lane – Senior PartnerMVM Communications…

“Guy Wallace has done it again! After demystifying the ISD process in his lean-ISDSM book, he tackles the corporate training and development system and puts it in a business-focused perspective. Whether you are in-house or serving as an external consultant, you will find Guy’s model an invaluable tool for enterprise training and development.

This analytic and design process ensures that you dot all the i’s and cross all the t’s when moving your company or client to Learning by Design, not Learning by Chance. The elegant clockface model helps you develop a clear picture of any organization and clearly helps you map out how best to effectively manage all the elements of the enterprise. Once the elements are mapped out, the model, through enclosed assessment and prioritizing tools, helps determine where and when to put corporate assets to maximize corporate return on investment.

This is a must-have book for any consultant or organization that is concerned about improving the performance of their organization through improving processes and competencies.”

___________________

All three of these books are available as free PDFs at http://www.eppic.biz/

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