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Posts Tagged ‘Performance Support’

by Reni Gorman

In the first part of this series, we talked about the role of the individual in learning. It’s hard to make someone learn if they’re not willing. But what if they are willing but are not encouraged or worse are discouraged by the person who judges their performance: their manager? What is the manager’ attitude toward the new knowledge and skills learned?

Challenge 3: My manager does not encourage me to apply what I have learned on the job. This is by far the worst, deadliest challenge. People must know that they will be enabled and empowered to put what they learned into action on the job. If they feel for any reason that they can’t… maybe because their managers don’t know what they learned and can’t or won’t help them apply it. Sound unbelievable? It happens all the time. For example, if the manager doesn’t believe in the new sales model and doesn’t encourage its use, it is not very likely his or her team will adapt it and give it a try. We, training professionals, take folks out of their jobs, put them in training, throw them back into their jobs and expect them to perform. We forget that people will usually listen to the person that manages them. If their manager isn’t committed to applying the new skills learned, it most likely will not happen.

Solution 3: Make sure the manager is aware of and reinforces the learning. I point out raising awareness because I have seen many situations where managers did not even know what their employees learned when they went to training. In this case, it may not be that they don’t actively support it, but rather that they don’t know. One idea is to supply managers with a one pager summary of what their people learned that includes things like tips on how to help their employees pull through the learning into application on the job. It could include questions to ask employees to reflect on and talk about the learning and coaching opportunities. Once the managers are aware how do we get them to be supportive? Setting clear expectations through executive sponsors, following up with measurement that results in recognition, rewards and even consequences are all critical for success. First managers have to be told it is expected that they use the new sales model—if that is the case. This message has to be delivered to them through their own leadership so they take it seriously—it can’t and shouldn’t come from the training department. Once they know what they are supposed to do, like coach to the new sales model, we have to make sure they know how to do that—here is where more training may come in. Then we have to measure whether or not they are doing it with the understanding that their actions, both positive and negative, have consequences.

Last but not least it is important to remember that you can’t stop at the manager, you must look to see what the manager’s manager is doing—is he or she supporting new behavior on the manager’s behalf. In other words, if the consequences above aren’t really going to be enforced by the manager’s manager, if he or she doesn’t really believe in the new selling model either, they you need to go through the same process with them: make them aware that it is important, show senior support, and back it up with consequences both negative and unfortunately, if needed, negative.

At the end of the day we all have to be held accountable for our actions. When we are at work and sent to training, we are paid to learn and to action that learning. Let’s make it easy for people to do so by removing any barriers to learning and reinforcing the “right” behavior.

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by Rich Mesch

Please join Reni Gorman and I at mLearnCon 2011 in San Jose, CA from June 20-23. Reni and I will be speaking on June 21; our topic is “Mobile Learning is SO 10 Minutes Ago… Mobile Performance is NOW!” Here’s a summary of our session; we hope to see you there!

Imagine going out and buying a shiny new sports car. Now imagine hitching up a horse to it, and having the horse drag your car to work every day.

Sound crazy? Sure it does. So why are people still using mobile devices to deliver e-learning courses?

Years ago, Nicholas Negroponte insisted that in the not-too-distant future, we would all be wearing our computers. He was envisioning complex eyepieces and finger sensors with wires running up your sleeves. He had the right idea but the wrong form factor; he didn’t foresee that we’d be carrying our computers in our pockets and calling them “phones.”

Mobile learning is on everybody’s to-do list, and why not? Who wouldn’t want learning that could follow an employee no matter where she went? But like so many emerging technologies, we need to look past the gloss of the possible to the reality of the useful. Today’s smart phones have nearly as many capabilities as our desktop computers, but that doesn’t mean we use them the same way. And when we try to deliver learning to a mobile device the same way we deliver it to a desktop computer, we miss the point of having a mobile device to begin with. (more…)

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