Lars Hyland presented at the eLearning Network's Christmas event on 5th December on the topic 'What's stopping performance support?'. Lars looked at the main barriers to performance support, along with potential future developments in learning technologies and how these may come in useful for performance support.
3. Transfer
We have to apply what we learn in training when we are
back in the workplace
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5. Propping up the forgetting curve
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
0
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Day
Week
Month
6 Months
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Year
14. Triggers: use mobile technology
to trigger action
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@towardsmaturity
#LNinduction
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15. “I am a fast-response paramedic in London who was called to a category one call
at a school. A student with this app used it to revive the patient. If this app was
not out there, then there would be one less person in the world.”
#mRealDeal
18. Embedded into existing software
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19. Design resources to be useful!
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20. Types of resources
Diagnostic tools
Quick
reference
Job aids
How to guides
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24. Context – AI – Active Feedback
Next
appointment:
Mike
Meeting
checklist
Flights
Negotiation:
Top tips
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27. Google glasses slide
Augmented reality systems
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28. More powerful feedback data
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29. 1
2
3
Integrate
Filter
Represent
At time of need
Explicit
Whenever
Language
simplification
In the right place
Task support
Task processing
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Easy to understand
Not too much
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Metaphor
30. So what stops performance support?
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31. What stops performance support?
Barrier
Solutions ideas
Finding what you need when you
need it!
No context provided
Resources poorly written /
presented
Connectivity, lack of bandwidth
Fear of social networks
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32. What stops performance support?
Barrier
Solution ideas
Finding what you need when you
need it!
Enterprise Search facility
Tagging process
Ask peers, capture answers
No context provided
Embed in workflow
Location aware
Resources poorly written /
presented
Set design standards / templates
Use appropriate mix of media
Connectivity, lack of bandwidth
Offline apps and synching usage
Caching facility
Fear of social networks
Adopt enterprise social tools
Review security policies
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33. What stops performance support?
Barrier
Solution ideas
Staff lack skills to validate
available suitable resources
Staff lack communication skills to
create quality material for others
to follow
Silo structures within organisation
prevent an integrated approach.
No ownership of collaborative
support
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34. What stops performance support?
Barrier
Solution ideas
Staff lack skills to validate
available suitable resources
Critical analysis skills training
Collective rating methods
Build trust using smart moderation
Staff lack communication skills to
create quality material for others
to follow
Provide guidelines/standards
Adopt simple templates/tools
Offer editorial service
Silo structures within organisation
prevent an integrated approach.
Build stakeholder relationships
Bring business reps into L & D roles
Demonstrate business case
No ownership of collaborative
support
Bring together L & D, Internal
communications and business
stakeholders to align activities.
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35. How to DRIVE performance
D
Decide strategy
R
I
Reach out to
Identify methods
stakeholders
Video
Does it supplement
existing training?
Contact IT Team
Can it replace or
partially replace
existing training?
Seek out senior
Sponsors
Liaise with Line
Managers
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Validate your
solution
Checklists
Should you pilot?
Decision aids
Will it embed new
behaviours?
V
Delivered via
portals
Embedded into
software
Mobile delivery
Choose a group of
users and gather
feedback.
Use your findings to
adapt before you
roll out the solution.
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E
Engage your
users
Have you got a
marketing strategy
in place?
Can your resources
act as marketing
collateral?
Will people know
how to find and use
the resources?
36. So what stops performance support?
List the barriers you
have experienced in
your organisation.
What can be done to
overcome these?
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Often people don’t need formal training and can learn on the job, and in those cases where formal training is needed, there is still a need for support when making the move from the classroom or the training session to putting what has been learnt into practice in the workplace
In these tough economic times, a powerful way for learning and development to ensure their place at the top table of their organisation is to offer convincing evidence that training programmes are delivering behavioural change and that the behavioural change correlates with positive organisational impact such as cost savings or increased sales – what the Kirkpatrick partners refer to as the ‘chain of evidence’. But too many training departments don’t undertake level 3 and 4 evaluation, and those that do often find that training, which may be very successful in itself, isn’t being applied back in the workplace, often because of lack of support.In a March 2011 survey conducted by ESI International, more than 3,000 government and commercial training-related managers assessed three key phases in the application and transfer of learning: pre-training strategies, post-training reinforcement, and rewards or incentives used to motivate employees. Overall, the study found several weak areas in the on-the-job application of learning, including manager support, trainee preparation, incentives, and an overall formal design and measurement process. Sixty percent of those surveyed did not have a systematic approach to preparing a trainee to transfer, or apply, learning on the job. Nearly 60 percent stated the “possibility of more responsibility,” followed closely by an impact on their HR/performance review, as specific trainee motivators. Only 20 percent indicated financial rewards or other incentives as motivators. Sixty-three percent said managers formally endorse the program, while only 23 percent of managers hold more formal pre- and post-training discussions. The study revealed striking contradictions regarding how well organizations think they transfer learning and the proof required to back up their estimate of on-the-job application. While two-thirds of respondents estimated they apply more than 25 percent of training knowledge on the job, nearly 60 percent admitted the primary method for proving or measuring this estimate is either anecdotal feedback or “simply a guess.” Organizations often fail to establish success criteria or identify expectations for learning engagements. This is a key pre-training strategy to measure trainee performance against agreed upon standards. When it comes to post-learning tools and programs, survey responses show employees leveraging an expanding array of tactics to recall information, including post-course discussions with a manager or team leader, on-the-job tools, informal support through social networks or online forums, and communities such as peer groups. In order to facilitate the transfer of learning, trainees must have the time, resources and responsibility to apply learning; trainees must have manager support; and the instruction approach must simulate the actual work environment
Spaced learning + spaced practice
And another thing that we can be doing as learning and development teams where software isn’t involved, we can be developing custom performance support portals.
And another thing that we can be doing as learning and development teams is integrating our resources directly into existing software.
So one of the things we can be doing as learning and development teams is to commission and create learning resources as well as, or instead of full-scale courses. Let me show you some examples.
Many different types of resourcesHere are just a few
How many times do you reach for a mobile of tablet device to check something that previously you would have argued about – you say – I will google it – you use a 70 type approach
So hopefully that has given you some food for thought about what you could be doing today, but I would also like to take a moment to talk about what you could be doing tomorrow.
A lot of the performance support we have been looking at is pull-based – that is to say that it relies on the user searching for support at the moment of need, but we are excited by the future of performance support – which can be contextual and push based – it can anticipate the moment of need, or prompt learners as they go about their tasks.Mobile devices can pop related up reminders based on GPS or your calendar.
As do thenew generation of smart watches which have been garnering recent media attention.
Devices such as Google glasses surely have huge potential to be used for performance support
And the new Tin Can standard has the potential to power this type of initiative, by helping track what others have found useful at this point, or what you yourself have done in the past.