Clive on Learning

JUNE 7, 2013

In the first post in this series, I expressed a vision for learning and development that is aligned, economical, scalable, flexible, engaging and, above all, powerful in terms of the results it achieves. In this post, I look at the argument for l&d to be powerful. An intervention also needs to teach the right things.

Develop 75

Develop Sales Consulting Learning 75

Clive on Learning

JULY 14, 2009

In recent research, 44% of employees say their manager never or rarely coaches them; less than half of employees say their manager provides them with feedback on their performance.

Management 68

Management Develop Policies Attitudes 68

Clive on Learning

SEPTEMBER 17, 2007

I've been trying to understand better where simulation fits within the skills development process and whether simulation is the only/best option available to trainers and/or learners. Have I placed simulation correctly in the skills development process? These are first thoughts.

Simulations 40

Simulations Skills Develop Cognitive 40

Clive on Learning

DECEMBER 18, 2013

Input: Providing the formal element which hopefully will inspire the learner and act as a catalyst for changes in behaviour and on-going skills development. All skills have one important thing in common, which is that they will not develop without lots of practice, ideally with helpful feedback. blended learning PIAF'

Skills 81

Skills Cognitive Blended Learning Performance Support 81

Clive on Learning

JUNE 21, 2013

In the next six posts, I explore six ways in which learning professionals can realise a transformation in the way that learning and development occurs in their organisations. Bottom-up learning Bottom-up learning occurs because employees also want to perform.

Strategy 77

Strategy Wiki Communities of Practice Reputation 77

Clive on Learning

MAY 30, 2012

I sympathised with what he was saying, but felt uncomfortable with rubbishing what, for me, is one of the foundations of modern performance management. Competency frameworks are hard to develop. They also provide a basis for individuals to plan their personal development. It should not be a mystery how you get to be promoted.

Portfolio 79

Portfolio Teach Leadership Job 79

Clive on Learning

DECEMBER 17, 2013

Input: Providing the formal element which hopefully will inspire the learner and act as a catalyst for changes in behaviour and on-going skills development. As Nick Shackleton-Jones has pointed out, while a focus on performance is important, it is not sufficient. blended learning PIAF'

Blended Learning 77

Blended Learning Blended Virtual Classroom Simulations 77

Clive on Learning

MAY 17, 2012

In some respects m-learning is no big deal, because mobile devices are already ubiquitous and essential performance aids. Up until now it has been very hard to provide performance support to these people. The end result of all this won’t always be learning, but it will be enhanced performance and surely that’s what really matters.

Simulations 96

Simulations eLearning Guild Performance Support Association LMS 96

Clive on Learning

JUNE 18, 2015

This question places the emphasis on performance not on learning, which is vital if you are to design a solution that is focused on changing behaviour and not on developing knowledge. You want to establish as soon as possible whether there really is a learning gap and what other factors could be impacting on performance.

Performance Support 40

Performance Support Budget Blended Learning Analysis 40

Clive on Learning

DECEMBER 4, 2012

If your manager believes it is important for you to beef up on some new development, or to refine your skills in a particular area, then you are motivated to do so. Here is one of the main findings: "Line manager support to help learners use what they had learnt was a major factor in tackling the lack of performance improvement.

Coaching 79

Coaching Roles Management Performance Support 79

Clive on Learning

DECEMBER 19, 2013

Input: Providing the formal element which hopefully will inspire the learner and act as a catalyst for changes in behaviour and on-going skills development. Yesterday I demonstrated how the four phases could be applied to a typical skills development intervention. which underpin work performance.

Ideas 79

Ideas Case Study Blended Learning Blended 79

Clive on Learning

MAY 4, 2020

You still have a big decision to make … Should I develop online materials to cover the content of my programmes? If you spend most of your time in a classroom, you’ll be drawn to option 2, because the experience will be similar and you will have less work to do in developing materials.

Online Learning 52

Online Learning Online Blended Learning Blended 52

Clive on Learning

JUNE 18, 2015

This question places the emphasis on performance not on learning, which is vital if you are to design a solution that is focused on changing behaviour and not on developing knowledge. You want to establish as soon as possible whether there really is a learning gap and what other factors could be impacting on performance.

Performance Support 40

Performance Support Budget Blended Learning Analysis 40

Clive on Learning

JULY 13, 2012

Tutorials which develop problem-solving and decision-making skills, using case studies, scenarios and other forms of interactivity. Digital online content, including web articles, videos, screencasts, podcasts, slide shows Performance support material for access on-demand. As a developmental activity initiated by the learner.

Blended Learning 93

Blended Learning Social Networks Case Study Wiki 93

Clive on Learning

JUNE 7, 2011

The trouble is that less and less of the tasks we have to perform at work are rule-based. More of the work we do in the developed world is heuristic - it requires us to make judgements based on principles. Instruction has an important role, as one of our strategies for learning and performance.

Instructional 75

Instructional Instruction Off-shore Instructional Design 75

Clive on Learning

SEPTEMBER 28, 2011

Charles Jennings originally went in to Reuters (now Thomson Reuters), the world’s largest international multimedia news agency, in 2001 as a consultant, tasked with drawing up a new learning and development strategy. He is a leading thinker and practitioner in learning and development, change management, and performance improvement.

Performance Support 73

Performance Support Global vendor Learning 73

Clive on Learning

MARCH 23, 2012

Anyway, what follows is a very brief summary of the information that I like to gather under each heading: Learning: How performance needs to change / what the target population needs to do differently from what they do now. What, if any, learning is required to support this change in performance. Where are they based?

Learner 74

Learner Attitudes Micro-Learning Performance Support 74

Clive on Learning

DECEMBER 20, 2013

Input: Providing the formal element which hopefully will inspire the learner and act as a catalyst for changes in behaviour and on-going skills development. Application: Providing opportunities for the learner to test out new ideas and skills in the work environment.

Case Study 83

Case Study Blended Learning Blended Performance Support 83

Clive on Learning

AUGUST 2, 2011

Bill Sawyer, who works in curriculum development within the highly-technical and fast-moving environment of Oracle. He leads a small team responsible for designing and developing highly-technical training programmes for IT professionals among both Oracle’s employees and their customers. Let’s take the formal first.

Oracle 69

Oracle Wiki Simulations Software Simulation 69

Clive on Learning

DECEMBER 18, 2013

Input: Providing the formal element which hopefully will inspire the learner and act as a catalyst for changes in behaviour and on-going skills development. All skills have one important thing in common, which is that they will not develop without lots of practice, ideally with helpful feedback.

Skills 40

Skills Cognitive Performance Support Coaching 40

Clive on Learning

FEBRUARY 7, 2013

I'm reminded of when I went to watch an old friend perform with his David Bowie tribute band. The emphasis would not have been on fidelity to an original but on responding to the situation with a performance that was truly unique. Use the fact that emotional engagement is high to develop the BIG IDEAS.

Synchronous 86

Synchronous Social Networks Asynchronous Skype 86

Clive on Learning

APRIL 29, 2011

Rob is Senior Consultant, Organisational Development for Farm Credit, Canada, a government-owned financial institution making loans to farmers across Canada. The leadership development programme : This takes place over an 8-month period and is provided by an external contractor. No way will Rob ever be an order taker.

Communities of Practice 77

Communities of Practice SharePoint SAP Mentoring 77

Clive on Learning

JANUARY 25, 2013

I'm currently working with a client that is looking to assemble a curriculum of learning modules for thousands of NGO personnel working in developing countries across the world. Thankfully, the core educational philosophy and approach does not need to vary, just the mechanics. Self-directed or cohort-based, the issues are the same.

Assessment 78

Assessment Activities Resources Virtual Classroom 78

Clive on Learning

OCTOBER 28, 2011

Rob is Senior Consultant, Organisational Development for Farm Credit, Canada, a government-owned financial institution making loans to farmers across Canada. The leadership development programme : This takes place over an 8-month period and is provided by an external contractor. No way will Rob ever be an order taker.

Communities of Practice 75

Communities of Practice SharePoint SAP Mentoring 75

Clive on Learning

AUGUST 17, 2012

In my post last week, I identified four elements that I felt needed to be in place if an organisation was to make a success of in-house e-learning development: tools, talent, training and, above all, time - the four Ts. In my view, the best way to learn how to make stuff is to make stuff yourself and test it out on people.

Blended Learning 88

Blended Learning Design Learning Objects Theory 88

Clive on Learning

AUGUST 23, 2011

My response was that although this benefit appeared to be very real, it was a dangerous game for learning and development to play. If you want to operate at the centre of corporate life, better to add value by the impact you make on performance, not on occupational health.

Classroom 72

Classroom Virtual Classroom Social Networks Blended Learning 72

Clive on Learning

APRIL 5, 2011

It is easy to get in a position where you feel obliged to take a stance on some aspect or other of learning and development in the workplace – in particular when it comes to challenges to the status quo. The problem is that the focus of most learning and development practitioners is almost entirely on the formal.

Synchronous 83

Synchronous Low Cost Blended Learning Asynchronous 83

Clive on Learning

AUGUST 6, 2013

In July, the Learning and Performance Institute published an initial report summarising the results of some 983 self-assessments carried out in the previous six months against their Capability Map. This should not come as a surprise.

Classroom 89

Classroom Problem Solution Summary 89

Clive on Learning

JUNE 14, 2013

In the next six posts, I explore six ways in which learning professionals can realise a transformation in the way that learning and development occurs in their organisations. It allows a learner to get speedy answers to questions and to obtain quick feedback on their performance. It gets things done quickly. transformation'

Synchronous 77

Synchronous Asynchronous Strategy Virtual Classroom 77

Clive on Learning

NOVEMBER 29, 2012

As learning and development professionals we are most alert to those opportunities which will help employees to ‘learn to’ carry out some task or fulfil some responsibility. This post continues my commentary to the Learning Insights 2012 Report produced by Kineo for e.learning age magazine.

Brain 98

Brain Lecture Performance Support Policies 98

Clive on Learning

FEBRUARY 15, 2011

But I've been finding it quite useful recently as a way of explaining the learner's journey as they develop new skills and I'm finding a very snug fit with Nick Shackleton-Jones ' concept of courses and resources (see my post on this ), currently my favourite way of explaining the relationship between formal and informal learning.

Case Study 74

Case Study Simulations Wikipedia Theory 74

Clive on Learning

APRIL 13, 2012

Clearly, you do not need to be a naturally gifted artist to perform effectively as a designer of learning experiences. Graphic design and instructional design are quite separate, but they are related.

Design 68

Design Beginner iPad Instructional Design 68

Clive on Learning

MARCH 8, 2013

With the increasing awareness of the importance of informal learning, in all its guises, it is not surprising, therefore, that learning professionals should seek to broaden their scope by enriching their blends with coaching, practical work assignments, performance support materials and so on.

Performance Support 95

Performance Support Saba Support Blended Learning 95

Clive on Learning

APRIL 12, 2010

This time Steve alerted me to some research that Forrester has been doing for Adobe on the development of rapid elearning in the USA. Rapid e-learning is used most to create content that must be developed quickly / updated often / repurposed from existing documents : Which makes sense, assuming of course that it works.

Rapid eLearning 70

Rapid eLearning Compliance Training Research Adobe 70

Clive on Learning

JANUARY 12, 2011

Getting mobile: Their Centra web conferencing system and performance applications are available for iPhone and iPad, with Android and Blackberry in the works. So what are Saba up to with their latest software? They’re also keen to make it possible for whole bodies of content to be downloaded and made available on mobile devices iTunes style.

Saba 69

Saba LMS Blended Learning Compliance Training 69

Clive on Learning

JANUARY 6, 2009

Rypple provides yet another tool which allows employees to get on with their own learning and development without relying on their manager to take the initiative. As the article makes clear: Rypple may not be perfect, but it is certainly better than antediluvian annual or semi-annual performance reviews.

Mentoring 40

Mentoring Theory Score Network 40

Clive on Learning

NOVEMBER 12, 2009

Because it is in their interests to gain whatever knowledge and skills they need to perform effectively. They will only have the motive if they are rewarded for effective performance. Bottom-up learning is managed by employees themselves. A bottom-up approach is needed to address the 80% of learning that is needed 20% of the time.

Social Networks 45

Social Networks Social Media Big Question Media 45