Every job, role has a purpose (somehow this doesn’t get emphasized in the actual day-to-day lived reality of a role). This purpose is the value associated with the results the role has to achieve. The results in turn are achieved by how well the actions the role is expected to execute are executed and how
Category: talent, learning and organisation development
I was reflecting on the way we approach hiring people in to a role. In the spirit of role fitness and appropriateness, we focus so much energy and time on validating performance readiness such that the applicants’ approach to securing the role is to demonstrate as convincingly as possible that “They are ready and can
In a previous post I spoke about knowledge, skills and behaviour which are normally the objectives of training and learning design efforts tend to be framed. In this post, I want to expand further on all three however, instead of talking about behaviour, I want to talk about wisdom as a objective. The first thing
Learning shouldn’t really be something we push on people, it should be the natural response of an individual to their inability to achieve a desired outcome or behave in a desired way. Education on the other hand tends to be pushed as the decision is made for the learner at at a time when they
So what value are you trying to deliver? What results are choosing to pursue? How is this influencing the actions you choose to perform and how you choose to perform them?
The alignment of job design with performance management and talent management in relation to corporate strategy for success creates the right conditions for the full capacity and evolutionary potential of every employee to be fully available to any organisation to which the employees belongs.
If 4 people start an Organisation, each with unique specialist skills, then one would say each person helps their Organisation achieve the necessary goals related to their areas of expertise by doing what they do best on behalf of the other 3. Their capability directly implies the organisation’s capability. When the Organisation requires new capabilities
I spent about 13 hours on a Singapore airlines flight coming back to Singapore from London, after having been on a Lufthansa flight from Philadelphia to London for 9 hours. Spent most of that time alone with my thoughts. I found my self thinking about a framework for designing learning that focuses on the whole
For years, advances in science have constantly challenged and pushed the boundaries of what was deemed possible for a human being. In the realm of commercial enterprise and industry we have moved consistently from augmentation of capacity and capability in one form of another to outright elimination of the need for humans to do certain
In life and at work, in every role, there are people who have achieved a level of expertise and mastery such that their performance is largely predictable across a wide range of unpredictable circumstances and situations. From a learning perspective, how can we impact this sort of outcomes? How can we support individuals in the pursuit