Category: talent, learning and organisation development

Is hiring done in a way that’s discouraging learning behavior?

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

Continue reading

Understanding the learning needs of individuals

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

Continue reading

Rethinking the role of the learning function

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.

Organisational structure as an explicit representation of organisational core capabilities

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

Continue reading

Taking the whole self as the unit of analysis in learning design

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

Continue reading

Why technology is bringing humanness back to work

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

Continue reading

Knowledge, Skills and Behaviour

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

Continue reading