L&D: We’ve Got One Job To Do

We In L&D Don’t Own It All

L&D exists within a System. I start my analysis – post Gap Analysis – with converting my starter/generic model for the Provisioning Systems – in my EPPI Methodology – to a model using my client’s actual organization – and how they’ve carved up all of these responsibilities for providing their internal processes with The Right Stuff.

The Gap Analysis points to situations where the Stuff isn’t Right – or Right enough/often enough.


The Right Stuff is a  matter of balance.

It Starts With the Processes

Visible or Hidden. Most are hidden in my experience – and that’s not all bad. It’s only bad when the hidden Processes are critical Processes that should be monitored and managed and Continuously Improved.  Hard to do when they are hidden.

Humans and non-human stuff is provided to the Processes. They are either adequate or not.


Note – I understand that the term/phrase “Human Assets” puts some people off.

Get over it. Change it if it gets in the way.

The phrase was popular in the Quality/TQM world – but actually comes from the Finance world – if I recall correctly. I came across it back in the early 1980s when at Motorola dealing with TQM.

My model – used in my EPPI – Enterprise Process Performance Improvement methods, models, tools and techniques – of which my PACT Processes ISD methods, models, tools and techniques are but a subset – was intended by me – by design – to help folks transition from ISD (L&D) to Performance Improvement – but in conjunction with others in the Enterprise who might already own Process Improvement.

We don’t own it all. Sometime we can lead improvement efforts – but we better be prepared to support others in the lead. Because that will be the case most of the time.

L&D – Get Over Yourself – and here’s a past post on that – here.

Organization & Job Design/ReDesign

I guess it starts with jobs and how they are designed – or how organizations are carved up and jobs designed and evolved within. Chicken or Egg, I guess.

But most jobs are not formally designed and then formally redesigned. They sometimes just evolve.


In searching the Internet for a favorite story I first read/heard back in the early 1980s – I found this version:

According to military folklore, shortly before World War II the US and British armies conducted a joint exercise and came to a strange realization: The American artillery team fired just a little bit faster than the British squad every time. They analyzed the process and found that just before the British would fire, several soldiers would step back and pause for a second. They would wait until the gun fired, and then rejoin their team to reload.

No one was certain why this hitch was part of the process. When asked, the soldiers simply explained, “That’s how we were trained to do it.” The military asked several experts to get to the bottom of the slowdown. But no one could figure it out until a veteran from the Second Boer War finally provided the answer. He watched the process, thought about it for a minute, and then explained: “I know what they’re doing,” he said. “They’re holding the horses.”

Because back when teams of horses pulled the guns to the battlefield, if no one stepped back to hold the horses’ reins, the animals would bolt at the sound of the shot. Amazingly—decades after horses were no longer involved—the practice carried on.

Staffing & Succession Planning Systems

What’s the near term and mid term look like – department by department – and will new needs come from within, without. or in some a blend?


Recruiting & Selection Systems

Recruit candidates with the right stuff – and select the best from that pool.


Training & Development Systems

Training & Development (L&D) picks up where Recruiting & Selection ends.


Performance Appraisal & Management Systems

If you know what you’re hiring & training for – you should be appraising for those same earmarks.


Compensation & Benefits Systems

It’s sometimes a Competition for People – and sometimes it’s a  Competition for Jobs.


Reward & Recognition Systems

Recognizing a Job Well Done – requires recognizing what a well done job looks like.


The Big Picture of EPPI


At First Blush – How Well Do Your Systems Get The Job Done?

Are these “Systems” working in harmony – or discord?


My Book On This

It’s one of a 6 Pack of books from 2011 – taking the readers through my ISD methodologies – to my Performance Improvement methodologies. It’s the final book of that series.


For more info on these 6 and other books of mine:

PACT (ISD) Is a Subset of EPPI


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