tag:blogger.com,1999:blog-537267519793805240.post4762852253387074776..comments2024-03-19T10:34:31.386+00:00Comments on Charles Jennings | Workplace Performance: Five Barriers to Effective Learning in OrganisationsCharles Jenningshttp://www.blogger.com/profile/10220891611333165590noreply@blogger.comBlogger9125tag:blogger.com,1999:blog-537267519793805240.post-83973398515478092212017-01-14T09:11:38.610+00:002017-01-14T09:11:38.610+00:00The relevant study is detailed on slides 34-36 in ...The relevant study is detailed on slides 34-36 in the SlideShare deck.Charles Jenningshttps://www.blogger.com/profile/10220891611333165590noreply@blogger.comtag:blogger.com,1999:blog-537267519793805240.post-36255418902727285702017-01-14T09:10:20.883+00:002017-01-14T09:10:20.883+00:00Dana - there is more information about the study t...Dana - there is more information about the study that found a 25-27% performance increase from people who had managers who are focused and effective at employee development here. http://www.slideshare.net/charlesjennings/the-702010-framework<br /><br />The results came from a study carried out by the Corporate Leadership Council with 15 multinationals. Charles Jenningshttps://www.blogger.com/profile/10220891611333165590noreply@blogger.comtag:blogger.com,1999:blog-537267519793805240.post-66303105448502010472017-01-13T18:57:46.736+00:002017-01-13T18:57:46.736+00:00Really enjoyed this article-particularly the infor...Really enjoyed this article-particularly the information on how the manager who develops had positive impact on the team. Where can I find more information on that 25-27% you speak to? How specifically do they outperform their peers? Thanks!Dananoreply@blogger.comtag:blogger.com,1999:blog-537267519793805240.post-86401931204328564612016-05-04T08:32:57.049+01:002016-05-04T08:32:57.049+01:00This article clearly explains about the barriers t...This article clearly explains about the barriers that hinder the L & D at the work place. If one overcomes these barriers in an organization, then his/her career will be more effective. Thanks for sharing!!Margonlinehttp://www.margonline.com/noreply@blogger.comtag:blogger.com,1999:blog-537267519793805240.post-81368983887134167932010-10-07T18:52:00.599+01:002010-10-07T18:52:00.599+01:00Charles,
Good stuff here.
I came from Joost Robbe...Charles,<br />Good stuff here. <br />I came from Joost Robben's blog today (7 Oct 10).<br /><br />I particularly like the points you make about manager engagement in this article.<br />Sometimes I'm with the school that says video or record the stuff so it can go on the web, and anyone can log in and learn from it.<br />Sometimes I'm with the school that encourages private insight - mainly because learning can often be painful or embarrassing or both - and no record is part of the deal.<br /><br />Suffice to say, managers' ego is usually the thing to define how the engagement goes. The self aware manager - not ego free, humans manage - is one that realises his or her frailty and engages with others to learn with them what the next bit is or needs to be. Thus if all are learners, engagement is what happens.<br /><br />But how to shift the private learning into the public domain of the team? Thus, how to learn to be self-forgiving; to have some humility; to have confidence in the ideas that are yet to be tested - there are lots and lots of things to add, but any reader could make a list of their own couldn't they? WCamleisyddhttps://www.blogger.com/profile/05838840158687705155noreply@blogger.comtag:blogger.com,1999:blog-537267519793805240.post-61798941564600125432010-05-17T13:06:54.959+01:002010-05-17T13:06:54.959+01:00Balanced scorecard is certainly an advance on simp...Balanced scorecard is certainly an advance on simple ROI, Andrew. BS (an unfortunate acronym, I've always thought) takes a more holistic view beyond simple financial measures - including other business metrics, impact on customers, and on people within the organisation. <br /><br />I think that it's worth going a step further. <br /><br />The ASTD and IBM carried out a very interesting study on 'the strategic value of learning' a few years ago. The summary is here:<br /><br />http://bit.ly/cpbInd<br /><br />The study found that "CLOs are naturally more anxious than CXOs to have quantitative evidence of their value". <br /><br />My reading of some of the findings is that CLOs need to build a strong trust relationship with senior executives above-and-beyond anything else they do. If a trust relationship exists, then the need to spend inordinate amounts of time on trying to isolate and measure performance and business outputs and the causal links with any learning/training interventions, assumes a lower level of importance. If the CEO trusts you and thinks you're doing a good job, then you're doing a good job.......Charles Jenningshttps://www.blogger.com/profile/10220891611333165590noreply@blogger.comtag:blogger.com,1999:blog-537267519793805240.post-54773235293877164072010-05-16T11:52:05.479+01:002010-05-16T11:52:05.479+01:00Would you advocate a form of Balanced Scorecard as...Would you advocate a form of Balanced Scorecard as the performance analysis for the business, or do you favour other kinds of models to measure outputs?Andrew Hillhttps://www.blogger.com/profile/01172704552318996776noreply@blogger.comtag:blogger.com,1999:blog-537267519793805240.post-26261060862200467372010-05-02T19:12:13.699+01:002010-05-02T19:12:13.699+01:00Agree with the article.
Also most of the learning...Agree with the article. <br />Also most of the learning takes place informally despite the L&D departments. <br /><br />I would like to add a sixth barrier: lack of multi-disciplinary approach. Change needed to solve performance issues needs to be approached in a disciplinary way. Different disciplines e.g. communication, change and learning have to combine forces to create and facilitate effective and efficient learning interventions in different phases of learning (pre- learning and post phase). Often these disciplines operate too much in silos.<br />jean In het Panhuisjean In het Panhuishttp://www.e-learninggames.nlnoreply@blogger.comtag:blogger.com,1999:blog-537267519793805240.post-86714257713411902382010-04-08T20:11:00.479+01:002010-04-08T20:11:00.479+01:00Interesting post! Reading this raises the question...Interesting post! Reading this raises the question if L&D itself isn't the biggest barrier to learning in organizations. It seems that the formal L&D function has a tendency of operating on old models and stick to the interventions from the Taylorian Age that they are familiar with. Many interesting and effective learning examples I come across tend to come from individuals and teams organizing their own learning in a way that hasn't yet been disturbed by these outdated approaches.Daan Assenhttp://www.daanassen.comnoreply@blogger.com