Category: talent, learning and organisation development

Performance, Learning, Talent in an Organizational Context

This is an introduction to 3 posts that I am writing to expound upon my interpretation of the performance architecture as a foundation to discuss the 4 HR practices In the subsequent posts, I will explore each of the HR practices using the principles of the performance architecture as a foundation.  These series of posts

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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

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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

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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

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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

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