Establishing Requirements for Targeted Learning that Lead to Targeted Performance Competence at All Levels

If Learning – formal or informal – in an Enterprise versus an Educational or Personal Context – should lead to Performance Competence – then how will that be determined?

Who says so? Who establishes the metrics and the standards? Is it the Customer? The owners?Who should one seek this insight from?

The wisdom of the crowds?

Or is there a more efficient/ accurate/ targeted approach?

I think that there is: Identify all of the specific stakeholders and determine THEIR specific requirements. No one else’s counts anyway.

I’ll use a 4-levels of Performance – ala Geary Rummler adapted by Roger Kaufman – per the graphic above.

Roger Kaufman has lamented for decades now that Enterprise “Strategic Planning” all too often forgets – and doesn’t begin with – an analysis of the larger “stakeholder group – SOCIETY” before it identifies it’s goals and measures of success.

And so – “IF” SOCIETY is a “stakeholder” as well as more “traditional stakeholder-types” – how would one establish goals and measures and metrics and standards to “align the enterprise” better?

A model I’ve been using since the early 1990s (and was published in March 1995) is in the graphic below – the “adaptable” Stakeholder Hierarchy. Please note that every situation might be different and then the model would need to be adapted to each situation.

The purpose of the hierarchical part is that – when faced with conflicting requirements- who wins?

Or should the team remained stymied?

Or should they decide – this one wins and this one loses – and get on with their performance?

So at the Societal level – what could the Requirements be? Use the Stakeholder model (as is or adapted) to tease out the specific requirements – or to identify who can best represent them so that the team gets them right?

The same with the Enterprise level…

The same with the Process level…

And the same with the Performer level…

Understanding Performance Competence requirements at all levels…the individual performer, teams, departments, functions, units and the whole-shebang is only possible to take a top down look first – and not a bottoms up approach.

Aligning metrics and creating Balanced Scorecards and Dashboards is only really possible when the requirements are first clear top-to-bottom.

Then you can target efforts to sustain or improve accordingly…at any of those levels. Targeted.

Please see my March 1995 article: “Balancing Conflicting Stakeholder Requirements”WHERE THE CUSTOMER IS KING – NOT!

The article is available online here.

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