In my EPPI - Enterprise Process Performance Improvement model - of which my PACT Processes for T&D/ Learning/ Knowledge Management is a subset - I look at the BIG PICTURE of Individual & Process & Enterprise Performance Competence as a function of 3 major sets of things:
The Processes - are they really designed to "deliver" outputs where both the processes themselves and their outputs meet Stakeholder requirements? If so: OK. If not start there with your Quality Function Deployment and lean and six sigma methods and tools.
The Human Assets Management Systems that "provision" the people and support the people part of the equation. Do they bring on board and then support people so that they have the right awareness/ knowledge/ skill and intellectual attributes, physical attributes and psychological attributes and personal values demanded by those processes? What are the business systems - such as L&D - in place to make that happen? Are they up to their tasks?
The Environmental Assets Management Systems that "provision" all of the rest of the non-human stuff required by those people to make the process happen? By design? Are they up to their tasks?
Back to L&D System - beyond ADDIE/ISD/Web 2.0/ Social Learning/ etc. - or as I wrote about it many years ago - the T&D System - is but one component in the mix - or blend.
How "mature" or "immature" are your systems in place right now? Maturity as assessed by a Process Maturity Model as the version shown in the following diagram (click to enlarge/copy)...
There are 5 levels of maturity. Of each process.
I don't know about you but my model for the complexity of a typical T&D/L&D function/system has 47 moving parts (processes). That's a lot so I organized them into 12 systems and organized those into three-sets: Leadership, Core and Support.
That enables one to go through that complexity systematically. And yes, your view could be different from mine. The key question is - does yours/mine cover all the bases?
Here is the starter list of definitions for each of the 12 "systems."
At 12 O'Clock high is the most important "system" of them all - in my mind. 6 O'Clock is where ADDIE resides. A means to the ends. At 12 O'Clock the ends are determined and the means directed and resources. 12 = heads. 6 = tails. As in who wags whom.
At 12 O'Clock you'll find a two way street - a 2-way set of communications. Between Top of the House executives who distribute goals and resources to get their strategies and tactical plans implemented and sustained.
The following graphic is but one of many ways to structure such a "system" - where a system is a bundle of processes.
Either your strategy is/has been to let the water seek it's lowest level on it's own or you employ pumps and towers and piping to get it to where you want it to be.
Same with Learning. Formal where? Informal where? Training where? Social Learning via Social Networks where and enabled how? Where is the ROI positive and where is it negative?
What's in your strategy?
In tough times it is even more important to get this right - in good times it was always just as important - just less risky to not be right. Until that cycle turns as it always does.
My book "T&D Systems View" is available as a free PDF at www.eppic.biz - or as a hardbound/Kindle at Amazon.com.
# # #
0 comments:
Post a Comment