Convergence of Training With Business Process Guidance (BPG)

I have been writing for months on the topic of “convergence”, often referring to it as an impending collision between two business-critical moments – learning need and flawless human performance in the work context. My unwavering position on this says that Training [the department] should have a role…make that a KEY role…in either preventing the collision, or instead, choosing to enable it as a seamless integration. Frankly, I do not see either happening except in a very few circumstances. For the life of me, I cannot understand this disconnect. Why…

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Do We Train, or Do We Guide?

This is a question…make that “a decision point”…soon to be addressed by any organization contemplating deployment and implementation of on-line system technology into their workforce. Make note that I called out “deployment and implementation” separately. Just for clarification, deployment gets you to GoLive, that momentous gala event with the ribbon cutting ceremony, the clowns, the balloons, and the three-bite shrimp. The “Train or Guide” decision has little to do with that celebration and everything to do with implementation, or another word that is equally daunting to the training organization – routinization.…

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Selling Change to Training – Please! Hurry!

This post comes from a recent experience involving the cycles of selling Change [as in new technology] to a Change Agent [known as the Training Department]. The outcome of this effort ultimately facilitated successful deployment; however, the circuitous route taken to reach that destination involved selling Change to a different client – the operational side of the business. I suspect this phenomenon had a lot to do with the solution [electronic performance support system – EPSS] not normally recognized as a “training tool” and technically, I agree that it is…

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EPSS: When Change Overruns Competency

They hired me as Director Sales Training, and I had not a shred of medical device or the associated manufacturing, or fulfillment, or servicing background. It had to be either my performance consulting background, or my dashing good looks and/or charming personality that influenced the hiring decision. Right. Let’s go with consulting. This diagnostic medical device manufacturer wanted to improve sales performance, and they had the foresight to see that training played a critical role in this effort. They already provided training for sales reps, and plenty of it, but…

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Death of an ISD

I can foresee the headlines now, “ISD flattened, impaled by own storyboard while attempting to merge into critical workflow, overrun by high velocity business need!” How is that for a frightening headline? To be certain it is a fictional scenario, but ready or not, it represents a truth rapidly approaching us from behind in today’s workplace. From behind or head-on, it matters not; a collision is imminent. The velocity of business demand is overrunning traditional training department approaches and their linear-learning airbags are likely to deploy at the next opportunity…

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Learning Agility: Re-Invention with Performer Support

Last November I had the privilege of participating in a panel of experts at the Learning 2008 Conference sponsored by Elliott Masie in Orlando. The focus of the panel, moderated by Dr. Conrad Gottfredson and Bob Mosher, zeroed in on best practices intended to improve accessibility of learning to learners in their moments of learning need. I sat with three other CLO-type learning leaders from Bank of America, Disney, and Sprint. After sitting on a similar panel the previous year, I noticed immediately that the role played by just-in-time learning…

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