Adopting the Point-of-Work Discipline and integrating the PWA Discovery Methodology implies changes in thinking for not only L&D but for the operational stakeholders we serve. Those changes require a compelling statement and visualization of the organization’s current state critical to facilitating new and different conversations.
Typically, basic skills exist; however, coaching and/or mentoring can bolster skill gaps and enable effectiveness. Some organizations integrate productivity strategist or performance consultant roles to build the partnering relationship. The skill set required possesses operational business savvy/acumen or be coachable to acquire these foundational capabilities.
Coaching on Self-Assessment Survey Analysis & Application
The Point-of-Work Self Assessment Survey is a top-down assessment from Leadership roles to Individual Contributor roles to establish current state and enable targets for task-centric and role-specific investigation within the cascade of survey participants.
The survey findings enable comparison of:
- Leadership perceptions, assumptions and hypotheses related to current state performance challenges with…
- Individual Contributor experiences based on Point-of-Work performance restrainer realities to either confirm Leadership survey responses and/or…
- Validate the existence of performance gaps that trigger deeper assessment to identify root causes that serve to…
- Build a Learning Performance Solution Road Map for pursuing agile intentional design efforts
Coaching on the Art of Changing the Conversation
Operating effectively with business stakeholders at Point-of-Work involves integrating a discovery methodology that addresses six key categories (shown in Figure 1) of performance restrainer attributes found in every learning performance ecosystem.
The PWA is not a Training Needs Assessment; the core discovery question set is different. Despite the differences, PWA discovery findings include information essential for informing knowledge transfer needs for eventual intentionally designed solution components to address workforce moments of need directly in the Workflow at dynamically changing Points-of-Work.
In order to be effective at Point-of-Work with operational stakeholders, the routine L&D conversation needs to change. Building a new, more business-relevant persona is essential. Operational stakeholders view L&D as “Training” resource versus an operational business partner.
This embedded paradigm L&D must overcome is based upon the myth that training drives performance. It doesn’t. Training contributes only to potential. True performance only happens at Point-of-Work. That reality is at the core of a paradigm shift and our business stakeholders have never heard this conversation. It must change, and L&D must become the source of that change…offering a different conversation. The Graphic in Figure 1 shows a current state summary of Attributes restraining performance revealed by the PWA methodology.
Given Training solutions fall into the People/Capability category shown above points to L&D being 100% effective on less than 20% of what is actually restraining performance at Point-of-Work. The visual in Figure 1 promotes a different conversation with stakeholders beyond Training and shifts into the context of operational business outcomes. The different conversation facilitates a foundational shift in the L&D role from training order-taker to trusted business partner.
Coaching on Defining Measurable Business Impact
Coaching is also directed toward building solutions that yield measurable solution impact at levels 3 and 4. Often the desire to measure behavioral change and/or financial impact are virtually impossible to acquire because the discovery critical to identifying essential Key Performance Indicators (KPIs) are treated as an after-thought…or worse…never identified or benchmarked.
The PWA methodology keys on benchmarking current state metrics and measures to validate accuracy and business relevance for defining future state analytics that highlight measurable evidence of business value and impact.
Coaching Performance Objective
To effectively coach and enable a new Conversation…
to to apply holistic Assessment Discovery Techniques…
to inform Intentional Design Practices…
to produce Learning Performance Assets…
accessible and deliverable at the Moment of Need directly into the Workflow
to produce Measurable evidence of Performance Outcomes…
within the active dynamics found only at the Point-of-Work
Click Contact to initiate an exploratory conversation