A New Blog for Learning Strategy Discussions

Updated: August 4, 2006

Thanks for stopping by. I'm Gary Wise, Founder and Principle of Human Performance Outfitters, LLC. (HPO). HPO is a learning performance consultancy that specializes in developing holistic learning & performance (L&P) strategies.

Develops what?

Permit me to explain further... The short explanation embraces a blend of three sub-strategies:

• Technology
• Methodology
• Culture

...to determine "strategy gaps" that enable leadership to prioritize and plan how to close them. Until this is accomplished, a truly holistic L&P strategy is out of reach. These three areas are interdependently linked, and a change in one implies a ripple effect of changes in one or both of the other two.

Typically, when I ask my clients if they have a learning strategy, I consistently get a positive response. Upon further discovery, it becomes obvious to all concerned that what they really have is a "training strategy." This is not a bad thing, because elements of one appear in the other. The key differentiator for a L&P strategy is the concept of "business alignment" across all three sub-strategies mentioned above. A training strategy does not do this; hence, it falls short when new, mission-critical, business learning objectives demand:

• Getting the right learning...
• To the right people...
• At the right time...
• In the right amount...
• And in the right format.

When you consider the scope of these five "right things" you can see there are implications specific to technology, learning methods and impact to people...and not just those people who are on the business-end of receiving or accessing learning. New skill and knowledge competencies are now demanding a more consultative role from those professionals in the organization who are in a position to address performance challenges. Is that only the training staff? Or does it include HR Generalists?

In 2001, Dr. Jonathan Levy, then of Harvard Business School Publications, hosted a webinar where he predicted up to 85% of learning would shift to the workplace; specifically, learning would happen in the "context of the job". That's not classroom training. That's not formal eLearning courses either. It's a shift to informal learning through tailored, targeted, accessible information "chunks" the learner can access 24X7 on a "just-in-time" basis. That adds new competencies and business rules specific to how learning content is created...and more importantly, by whom. Traditional ISD competencies are no longer sufficient. Add ready availability of easy-to-use, rapid development software into the mix and a veritable avalanche of content will need managed.

Do your infrastructure, business rules and taxonomies have the robustness to handle all these new demands on learning content?

Lines of responsibility blur when you consider implications of convergence of performance management functionality with that of learning management. Look at Saba, SumTotal, and Plateau...all known as leading "LMS" vendors. What you see is a blending (convergence) of performance management capabilities with those of typical LMS functionality that now is being referred to as Human Capital Management (HCM) suites. HCM integrates learning with performance and even talent management capabilities including:

• Career Development
• Succession Planning
• Competency Management
• Performance Management
• Staffing and Selection

Learning and performance have truly come together in these new integrated technology platforms. If your organization is headed down the path of deploying this approach, you must ask several critical questions:

• Have your L&P methods and processes changed to accommodate integration?
• Do you have the right competencies in place to deliver new methods?
• Are your people ready to learn continuously?
• Are managers equipped with skills to leverage apply performance management methodology continuously?
• Who drives those technology decisions now?
• Who updates the methodologies?
• Who updates the business rules specific to content?
• Is it training, Org Development, or is it HR?
• What does your strategy call for in this regard...or does it?
• The better question to answer is, "Can it?"

Here's a common denominator that is often overlooked. It has nothing to do with technology or even methodology, yet introduction to changes in either demands it be addressed. On the "people" side of things we are suggesting many "Changes". Implementing a L&P strategy demands efficient and effective leadership of Change. This is more than basic change management, and it requires the deployment of a repeatable model to lead Change.

I'll not beat you to death on this blog with the "whole story" as it is rather long and convoluted; however, I welcome you to stop by the HPO Web site for a closer look. Also, I have a more expanded version of this discussion in the form of an on-line white paper "Defining a Workplace Learning & Performance Strategy" that I welcome you to read.

The role HPO plays in all of this varies. I've chosen to base the vision of my business on a metaphor of rock climbing - hence the "outfitter" theme. Quite simply my vision is summed up in the phrase "Carry only what you need to the top!"

An outfitter does not climb for you. An outfitter equips you with the tools, tips, techniques, knowledge and skills to "scale your own challenges". I've been in this business for nearly thirty years and have engaged consultants often...and often wound up shaking my head in disappointment. Consistently, those engagements that were most successful were when the consultant was used for guidance (as a coach) and to help close knowledge gaps. We found we could do the work when properly equipped to do so. We just had to come up to speed with our competencies and capabilities first.

No one knows your business better than you. Use an "outfitter" to acquire the tools and skills to make your own climb and carry only what you need to the top.

Thanks again for stopping by. I welcome any dialogue my positioning may stir up because there is more than one way to the top. But...regardless of your route to the summit, I can guarantee you will have to implement an approach that embraces all three sub-strategies mentioned earlier.

Hope to hear from you!

Best regards,

Gary Wise
Founder/Principle
Human Performance Outfitters, LLC.
(317) 437-2555
g.wise@humanperformanceoutfitters.com