Preformance Enablers

For capability to be realized into performance you need support systems. Agreed. So what is the big deal. It is all about performance then do you need temporary capability with support systems or do you need systems that can allow flexibility in capability development. Too much of emphasis has gone into capability development - knowledge growth and skill development, are some aspects that are almost synonymous today.

Think about a movie, the actors perform a part that befits the role. The role exists because of a story . The acting responds to contextual situation. You see the inter-connectivity.So knowledge of the context is married to the situation demanding a particular response from the actor. Props, script, action are detailed out to demonstrate the outcome. The acting skills of the actor ( core capability ) is tailored to the situation as modelled by the director. You get it . The systems and  processes and the eco-system enable the translation of an idea into reality.

Let us shift now to the corporate world. It appears , that we want a movie like outcome from all players. Except , that we want a larger and dynamic canvass ( the story does not end as in a movie), with all players moving in unison and demonstrating flexible capability based on a given situation. The real world does now work this way anymore and hence performance variations are quite drastic. The rate of change externally is at a mismatch with internal rate of change - creating great performance variations.

So what is the way forward . Focus on platform skills of learning agility. Create an eco-system where knowledge repository can exist. Much like the director in a movie , create directors who can teach and if that is not possible , have a repository of skill videos so that temporary skill can be acquired at a short notice , intended just for the purpose. Let's say , your job does not involve vendor negotiation. Yet , a situation demands that you need to lead a negotiation with a vendor for a price agreement.. You are worried about how to present a value. Pause. At this point , you may want to get yourself trained in negotiation skills. Time does not allow it. You can google search and read a few articles on successful value presentation. Or have a library of videos that shows sample presentation of values. If such screened resources are available , you have a good chance of modelling few techniques and being better equipped for your meeting.

You can see, that capability is not necessarily equal to performance , unless a performance system exists to allow that process.

When the going gets tough the tough get going - applying it to Learning and Development

When recession set's in, training department budgets get slashed and sometimes, severed. The last few years have been challenging for all , except for those who thrive on complexity and uncertainity. Most training managers and professionals have responded in predictible lines - scaling down activity and meeting expense budget. Many chose to deploy technology and evaluated options to use Communication and collaborative tools to prevent non-classroom expenses like travel, board lodging etc. The technology companies have used this cycle to push in their products to highlight importance of trackeability ,measurement and content creation.

Are these examples of real innovation in L&D which can meet the needs of learning, and performance?

Learning manager of a small sized financial company in the USA has chosen to follow a unique approach. His mandate was to make learning and development integral with minimal or no cost. Using creativity, and leadership buy-in, a program was carved out for high potential talent development. The CEO mandate, was to ensure that performing talent especially senior management, is developed and retained. A program was designed for a 18 month duration which covered all subject and domain areas that was considered neccesary to groom these performers. The curricullum was designed by inhouse subject matter experts with executive management group taking lead incharge. Faculty was inhouse developed and the executive managers conducted these sessions (90 minutes duration) on a pre-scheduled calendar. A graduation ceremony concluded the program. Participants were selected by a screening process cmparable to a university admission program involving detailed response on the interest, essay writing and senior management interaction , manager recommendation,and a buzz got evolved. Did this porgram succeeed , the answer is premature for final impact , but some benefits did accrue:-

• The executive buy in was high as they themselves developed and delivered classroom sessions
• Mutual expectations of role and performance got clarified.
• Executives indicated that their line of thinking got clearer
• Potential awareness of people capability through classroom interaction
• Porgram buzz created competition for getting in the program
• People could align learning with everyday performance

ALL OF THIS AT A MARGINAL COST

Who says innovation does not exist ?

The person is Robert Friedman - Dean Learning and Development of Motley Fools

listen to him here

http://www.humanresourcesiq.com/video.cfm?id=348