E-Learning Provocateur

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The caveat of the performance centre

E-Learning Provocateur

One of the more exciting ideas to emerge from the corporate learning space, which I hasten to add is yet to be realised, is to transform the Learning & Development department into a performance centre. – the Performance Consultant analyses the real needs of the business and identifies the relevant solutions. • Sickness.

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Not our job

E-Learning Provocateur

At this juncture I wish to caution against conflating learning & development with performance consulting. Yes, learning & development is a driver of performance, and an L&D specialist may be an integral member of a performance centre, but I urge anyone who’s endeavouring to rebrand their role as such to heed my caveat.

Job 357
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Not a cat

E-Learning Provocateur

On the contrary, a solid foundation of knowledge is critical to performance. Role-based learning Given how ingrained the industrial-era notion of organisational structure is in the corporate psyche, this is where many of us gravitate when we think of workplace learning. Hence we need skills-based learning strategy.

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Roses are red

E-Learning Provocateur

It is something that is performed. Importantly, we also see performance criteria, evidence and assessment conditions. Given a competency is a task, a capability is a personal attribute you draw upon to perform it. Competency. Our friends in vocational education have already this figured out. Capability. Semantics.

Agile 363
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Soft landing

E-Learning Provocateur

.” In other words, Guy explains, we typically don’t begin with the end in mind – that is to say, terminal performance. Thus, if we factor in terminal performance, a business metric emerges. And that’s OK, because whatever you call them, what really matters is that we develop them to improve our performance.

Metrics 130
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The right stuff

E-Learning Provocateur

I like to think I called a spade a spade: we’re responsible for learning & development; our colleagues are responsible for performance; and if they’re willing to collaborate, we have value to add. (A former colleague did politely pose a comment as a disagreement, but I happened to agree with everything she stated.).

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The leader’s new clothes

E-Learning Provocateur

At a breakfast seminar I attended, the professor demonstrated how decades of development had no positive impact on metrics such as employee engagement, job satisfaction, leader tenure, or leader performance. It focuses on minimum performance to ensure it gets done. In contrast, leadership training drives high performance.

Metrics 289