![]() Want to see eyes glaze over quicker than you can finish this sentence? Mandate that busy employees attend a training session on “business writing skills”, or “conflict resolution”, or some other such course with little alignment to their needs. Today’s employees often learn uniform topics, on L&D’s schedule, and at a time when it bears little immediate relevance to their role - and their learning suffers as a result. And while psychologist Edwin Locke showed the impact of short feedback loops back in 1968 with his theory of motivation, it’s still not widely practiced when it comes to corporate training. People learn best when they have to learn. Applying what’s learned to real-world situations strengthens one’s focus and determination to learn. L&D staff also signal their worth by meeting flawed KPIs, such as the total CPE credits employees earn, rather than focusing on the business impact created. The former is easier to measure, but flawed incentives beget flawed outcomes, such as the following: Today’s employees often signal through continuous professional education (CPE) credits so that they can make a case for a promotion. Preparing the next generation of leaders. ![]() In order to begin practicing lean learning, organizations need to move from measuring credits earned to measuring business outcomes created. Lean learning ensures that employees not only learn the right thing, at the right time, and for the right reasons, but also that they retain what they learn. It’s about learning the core of what you need to learn, applying it to real-world situations immediately, receiving immediate feedback and refining your understanding, and then repeating the cycle. Like lean manufacturing and the lean startup before it, lean learning supports the adaptability that gives organizations a competitive advantage in today’s market. Not only is the majority of training in today’s companies ineffective, but the purpose, timing, and content of training is flawed.
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