Cheif Learning Officer Solutions for Enterprise Productivity

Building a Performance Ecosystem

 -  10/23/12

By combining the power of the human brain with technology in a way that facilitates work, collaboration and communication, leaders can turn learning into multifaceted performance support.

Learning Tools: Change Is Coming

Semantic systems, analytics and richer tracking mechanisms provide a qualitative learning leap.

The competitive landscape is more dynamic than ever, and the defining success factors have shifted. Things are moving faster, and organizations have to be more nimble, responding to changes in their audiences, competitors and the context of work. Survival requires continual innovation, and at the core is learning faster than everyone else.

Former Thomson Reuters CLO Charles Jennings highlights the 70:20:10 framework for thinking about organizational learning: 10 percent of what we need to know to do our jobs comes from courses, 20 percent from mentoring or coaching, and 70 percent is learned on the job through independent initiative. Most of the effort in organizations has been focused on formal courses, but technology has generated new options, including facilitated mentoring and coaching, self-directed learning and collaborative learning.

Lots of the opportunities to improve come through the network, through the people we learn with and from. Social knowledge management consultant Harold Jarche suggests there are multiple layers, from collaborating in work teams, to collective learning in communities of practice, to cooperative learning with peers and friends in our networks (Figure 1). Learning leaders should facilitate this learning to optimize outcomes.

The Coherent Organization
This is called the coherent organization. A coherent organization is one with a seamless segue from formal to informal learning, where individuals are aligned with the organizational mission and information flows from outside to in and back out again in ways that accelerate work. Accomplishing this requires both cultural and technological support.

There is much written about the cultural aspects of the workplace needed to make that happen. It has to be safe to contribute or people won’t participate, diverse viewpoints must be sought, new ideas must be accepted, and there must be time for reflection. Leaders are also trying to figure out how to create an infrastructure to augment the organizational culture and support formal, performance support and social learning.

Among the opportunities to support individuals and groups in performing, some are individual, such as job aids, and some are social. Allison Anderson, learning strategist for the enterprise talent organization at Intel, said her people “need, want and have asked for two simple things: one, small, short bits of information that hover as close to their work as absolutely possible and two, people they can talk to. Most broadly successful is our social computing platform.”

Article Keywords:   performance   performance support  


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