Which I Think Is Most Appropriate
Something like this – adapt your view to your enterprise and your targets:
See the 3 levels in the diagram above. Rename them.
Begin to own it.
It’s the top of the clock in the next diagram.
I believe the only way to climb the Maturity Model for L&D in the next diagram is to define and then improve … as needed and the ROI dictates … your Process set.
My starting point framework for L&D/T&D/Knowledge Management includes 47 Processes within 12 sub-Systems.
In any event L&D should be targeted by the powers that be … the governance & advisory system … to improve Performance Competence when and where necessary … and the ROI dictates.
To meet the needs of that targeted Performance Competence’s Stakeholders.
This applies to an entire function or department or team or Process-set or Process or Individual.
Targeting is sometimes tricky.
Example – modified from a project in the 1980s…
The AoPs frame the detailed analysis …
The details …
Then one might look at the 12 variables …
Did you count the variables? Some might miss the most important one and the place to start – in my experience.
For Learning/ Training/ Knowledge Management efforts – the analysis would continue into these sub-categories … of Awareness/ Knowledge/ Skill:
This Is the Big Picture of EPPI
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