tag:blogger.com,1999:blog-22055982.post3043633654642358722..comments2024-03-16T02:39:39.781-07:00Comments on eLearning Technology: Learning Performance Business Talent FocusTony Karrerhttp://www.blogger.com/profile/15408035995182843336noreply@blogger.comBlogger7125tag:blogger.com,1999:blog-22055982.post-88627095385849839902009-07-20T18:07:01.941-07:002009-07-20T18:07:01.941-07:00I’m a little behind my blog reading, so here’s a q...I’m a little behind my blog reading, so here’s a quick reaction to what you posted last week regarding the intersection of learning, performance, talent, and business.<br /><br />You said learning-focused people would say…<br />"… learning objectives … "<br />"… learners …"<br />"We have very limited budget and our focus needs to be on building critical, core skills."<br />"I wish we had the time and money to spend on informal and social learning solutions."<br />"We want to make sure that our informal learning still ensures that we meet the learning objectives?"<br />"Our trainers don't have time to get involved with the learners after the training."<br /><br />Your comments are a little narrow in that some of them seem to imply that learning people are only focused on training solutions. I think you’ll hear the first three things… but then you’ll hear: I want to use informal and social learning solutions to support competency development.” “We want to make sure we make a variety of learning assets easily accessible so that we support informal learning as well.” And please, I hope, we would never say the last thing… we’d say “Our trainers need to be able to support competency development in a wide variety of ways, including classroom training, virtual training, online community management, and coaching support (to name a few).”<br /><br />To me the bottom line is that learning-focused people are intent on developing knowledge and skill. The most impactful learning-focused people have a strong understanding of the business goals, performance context and desired on-the-job behaviors, and how all of those relate to the talent management strategy.<br /><br />My two cents… from a learning-focused professional. :-)Catherine Lombardozzihttp://www.learningjournal.wordpress.comnoreply@blogger.comtag:blogger.com,1999:blog-22055982.post-4304897613178392182009-07-16T12:53:13.632-07:002009-07-16T12:53:13.632-07:00Tony, I see the talent component as a large part o...Tony, I see the talent component as a large part of my sphere of influence and one that has a large impact to business performance especially in these times. Our company is in a great financial position to grow through acquisition, and the success of these acquisitions rests on the ability of our current employees to "step up" and lead new efforts in new areas. If we don't have talent that is ready for this transition then we may miss opportunities. I don't believe that any learning organization can deliver all of the experiences that will make our leaders ready to step up, but they can create leaders who know how to develop their teams. So to validate your model we provide performance support solutions that help leaders to better develop the talent on their teams. I can't see any of this this working without full integration of your 4 elements.<br />-Jon Folkestadjonhttps://www.blogger.com/profile/13160864164425921245noreply@blogger.comtag:blogger.com,1999:blog-22055982.post-10909707239954585782009-07-16T12:49:10.701-07:002009-07-16T12:49:10.701-07:00This comment has been removed by the author.jonhttps://www.blogger.com/profile/13160864164425921245noreply@blogger.comtag:blogger.com,1999:blog-22055982.post-72600105518484039112009-07-16T12:19:38.183-07:002009-07-16T12:19:38.183-07:00Hi Tony,
To your question of whether this makes s...Hi Tony,<br /><br />To your question of whether this makes sense. Yes, absolutely.<br /><br />I too found myself oblivious to the talent dimension. That is something that is not a focus of my current role.<br /><br />I struggled with an alternative schematic to the overlaping circles. I see Business, Performance and Learning as a hierarchy. It all starts with business, followed by a need for certain performance to achieve those business goals, then learning objectives to support that.<br /><br />I think of building a talent pipeline as another dimension that follows the same priciples, but applies for a different purpose than training people for their current job.<br /><br />My two cents.<br /><br />I really found this article a good read...thanks.<br /><br />PaulAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-22055982.post-56158350316909327392009-07-16T05:43:59.229-07:002009-07-16T05:43:59.229-07:00Rob - that's a great analogy about the coach a...Rob - that's a great analogy about the coach and whether they are involved in selection. Of course, it's a much bigger problem in the business world. The system is not designed to try to keep parity. And we've all been through the cases where we are trying to improve customer satisfaction with people who were not selected based on factors that are consistent with that goal. Or other similar challenges.<br /><br />That said - I normally just hear us complaining rather than being able to actually do much about it.<br /><br />Gary - great points. And I think you might be showing your focus with your comment about linkage to the business issue. I've been in a lot of conversations where there clearly was not much of a concern about that as compared to getting the best 4 hours of content that could be produced. I'm sure they were aware of the linkage to the business issue - but it wasn't a focus.Tony Karrerhttps://www.blogger.com/profile/15408035995182843336noreply@blogger.comtag:blogger.com,1999:blog-22055982.post-14175553968429655122009-07-16T05:10:12.399-07:002009-07-16T05:10:12.399-07:00Good morning, Tony!
I can see this (or variations...Good morning, Tony!<br /><br />I can see this (or variations) of the diagram shaped by different perspectives and personal biases - cultural - competitiveness - sustainability - just to name three. <br /><br />In every scenario there could be an overlap as you have drawn them with three of the four rings within the fourth depending on whichever one represents the dominant perspective characterizing the organization. <br /><br />As an example, when I look at this, my background immediately skews my thinking to "How would I implement this model?" To satisfy my bias, I could even see a fifth ring labeled "technology" since it enables the work context of the other four. <br /><br />To you interview question - regardless of persuasion, I feel that articulating an underlying linkage to the need to drive sustained capability is at the root of the answer - regardless of whichever of the four rings represent your home bias.<br /><br />Gary WiseGary Wisenoreply@blogger.comtag:blogger.com,1999:blog-22055982.post-75702459876138130152009-07-15T08:30:36.995-07:002009-07-15T08:30:36.995-07:00I was struck by how disconeccted I was to the incl...I was struck by how disconeccted I was to the inclusion of talent. I get that it's vital and important. every time I have talked about it I have repeated the catch phrases that are expected, but without any real passion for the intersection. I started my career with a business focus and then moved into performance before coming to learning. <br />This spring I heard a football coach comment regarding the draft (or thier talent selection). He said "Doesn't matter to me, I coach whoever gets off the bus"<br />I feel that as a learning professional I must focus on the business and perfomance space, how I do that is through the learning focus I bring. Our clients don't care how it's done they just want learning that makes a difference. Business leaders want the results, as you deliver them they will start to grow thier intrest in the learning space. <br />Rob BartlettAnonymousnoreply@blogger.com