L&D: You Typically Pick Up After the Recruiting/ Selection System Does Its Job

Performance-Based Recruiting & Selection 

From a LinkedIn comment I recently made…

“… recruiting is more about capacity to learn the specifics of the open job than current capability. If you hired someone with all of the enterprise Competencies, would they be able to step right in and perform and meet all requirements, or will there be specific processes, policies and other knowledge/skills to learn/master?”

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Capacity vs Capability

Capability represents the current Ability to Perform.

And as hard as that may sometimes be to define and actualize, it is doable. For the current Performance Competence Requirements that is.

Slide5

Capacity represents the future Ability to Perform.

That is much more difficult – as it involves forecasting the future. Which may or may not involve “rolling with the punches of changes” as they occur … or ideally … the ability to see them before they are required and being ready to “duck the punch” and adapt as needed. Ahead of the curve … so to speak.

Defining the Uncertain Future

Who would YOU ask?

I would ask both current Master Performers and other (related) SMEs. And I would ask them in a facilitated group process session. So they could “dialogue” between themselves.

And the more uncertain that future – the longer they might need to create a feasible forecast.

Who to Invite?

Folks from all the blue boxes below, in the next graphic.

Master Performers from the left – from the internal Processes … and internal SMEs from the right.

And other external SMEs from the Processes’ downstream Stakeholders (including the Customers’ Master Performers).

And other external SMEs from the Processes’ upstream Stakeholders (including the Suppliers’ Master Performers).

Picture5

The key thing to Recruit for – and then to Select for – is the ability to Learn and Change quickly. The ability to Roll with the Punches. The ability to see changes coming – and rather than resist – to prepare for those changes – as certain and/or as uncertain that they may be.

However…

01-liml-66155-lessons_in_maki-sfull

Your situation might be different.

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John Carlisle: Social Enterprise and Collaboration

Establishing a Culture of Economic Solidarity 

Some key points:

  • Reject an economic (only) culture.
  • Must be cooperative.
  • Need to understand how business works.

John also talks about Deming. And Continuous Improvement. And how that reduces costs. And it creates happier people – as no one likes to do rework.

Key Video Quote IMO:

“Let the work be done by the people who know it best and not over manage and not make decisions for them that they can make for themselves – and that creates tremendous self esteem in people. It respects people by doing that.”

The video is 7:15 minutes in length.

Video Published on Jan 12, 2016
John Carlisle discusses the need to focus on customer service in social enterprises.
He also discusses his appreciation of the term ‘solidarity economy’, as used as the international conference ‘Universities developing social entrepreneurship
through cross-sector collaboration at York St John University in Sept 2015.

John Carlisle

John is a consultant, mentor, writer, facilitator, teacher and  government advisor.

John-Carlisle

His 1989  book: Beyond Negotiation became the “manual” for partnerships with suppliers and contractors by the likes of  Xerox, Motorola, Chrysler and Exxon Chemicals.  

His model of collaborative negotiation training was applied (mainly by others) in over twenty countries for thousands of participants, ranging from buyers and sales people to company Vice Presidents. 

John Carlisle himself trained over 100 HMG Under- and Deputy Secretaries, as well as top business people.  John has an ability to enable collaboration to emerge from the most politicised and highly charged situations.

From: http://b-p-solutions.co.uk/our-associates/

FROM NEGOTIATION TO A SYSTEM OF PROFITABLE COLLABORATION

By John Carlisle – December 2013

Reconnecting After All These Years

It’s been since the mid 1980s since we last talked. But yesterday I found a comment from John on a post – see the next header – that I had done in early 2014. He had replied in November 2016 – and somehow I missed that comment.

So I emailed him yesterday and we swapped several emails.

Ah – the magic of the Internet and Social Media,

My Past Post About John Carlisle:

My 1st Friday Favorite Guru Series: John A. Carlisle

I met John in 1981 when I was working at MTEC – Motorola’s Training & Education Center in Schaumburg IL and he was with Huthwaite in Sheffield England. I was assigned a Negotiations Program – Win Win – for our Purchasing Agents, Sales people, and Government Programs negotiators.

I got a chance to follow him around the Sheffield England area for a long week back in those days…1981. We spent a couple of nights at the Studley Priory, pictured below – from Wikipediafounded some time before 1176 in the hamlet of Studley in what is now the village of Horton-cum-Studley, 7 miles (11 km) northeast of Oxford in Oxfordshire, England.

For more of that post from 2014 – please go here.

John Is Still Winning in the Art of Win-Win

IMO.

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L&D: Performance Support Is Measured by the Performance Metrics

And If There Are No Current Metrics?

I would imagine that what you are working on isn’t that important.

Or you are trying to address a TOPIC without a clear understanding of how that TOPIC plays out in a Process, or Processes. Akin to “pushing a wet noodle” so to speak. IMO.

If unsure – clarify THAT with your Client and all other Stakeholders.

Perf Support

Training or Education might be needed – before the learners/Performers experience the need – on what PS items are available and when and how to use them.

Some of the PS items might be self-explanatory – other might not be so intuitive to all of the Performer populations – depending on their prior education and/or experience. Other PS items may not be intuitive at all.

Turning Into the Skid is Intuitive.

However – it is Wrong.

Slide2

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L&D: Examples of the Architecture of an Executive Simulation Exercise

My Version of ADDIE Uses Maps & Specs

Maps show the flow visually while Specs include all the details. Think Schematics and Bills of Materials with Instructions for Assembly and Test.

Here is an example of the Architecture/Structure of an Event Map. Note there were both a pre and post Map for the pre and post Events.

TMC - MCD P3 - Event Map

The 3 Simulation Exercises occurred in Lessons 16, 25 and 27.

The Macro Structure

Pre-Event, the Main Event and the Post-Event.

TMC Ex Dev Sys

Simulation Objectives

My client (not TMC – which is one of my standard Case Companies) brought together their worldwide leaders for the first time in their 100+ year history.

There was a perceived need to teach them about walk-the-talk given recent (at the time) business issues. Issues that were going to cost them their bonuses for a couple of years.

So … avoiding these issues in the future was going to be a receptive topic … as one might imagine.

TMC Ex Dev Sys (2)

Simulation Flow

Again – for the Pre-Event, the Main Event and the Post-Event.

TMC Ex Dev Sys (3)

… Continued …

TMC Ex Dev Sys (4)

Grouping the Participants Into Defined 3 Role Sets

TMC Ex Dev Sys (5)

The 3 Foci of 3 Rounds

TMC Ex Dev Sys (6)

The Process of Each Round

TMC Ex Dev Sys (7)

The Datapaks Provided the Information to Feed the Simulations 

TMC Ex Dev Sys (8)

The Structure of the Datapaks

TMC Ex Dev Sys (9)

Seems Like a Lot … Overkill-in-the-Extreme? 

Imagine a much looser structure and the feedback from the top Executives if one had let the entire effort devolve into chaos.

This effort occurred in the early 2000s over a 3 month period from start to delivery.

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L&D: How Robust is Your Content to Inevitable Change?

Change May Not Hit Every Process and Task

But when it does, how robust is your content to that change?

How was it designed, developed or acquired to reduce Total Life Cycle Costs to the Enterprise?

If not – why not?

Content Architecture – a subset to Curriculum Architecture which itself is a subset to Enterprise Content Architecture – addresses this by involving the Master Performers and other SMEs who have the best insight into the potential future changes in the Content Configuration (a.k.a.: Design) efforts.

Not that they will be perfect – who could be? But who else would you ask who would possibly know?

Collaborating with the Master Performers and other SMEs is one of the key keys to producing/acquiring performance impacting Content – Instruction and Information – in my experience.

But … don’t waste their time.

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