Posts Tagged ‘learning & development’

Paul Smith (@paulsmithatd) discusses his new book Learning While Working which focuses on successful training while in a particular position.   I was lucky enough to hear his briefing and record an interview with him.  That interview is coming up soon on this same @tisfortraining station.

Paul Smith

NB — This is an edited stream of consciousness note taking.  This only scratches the surface of the book.

Many places treat OTJ (On The Job) training as an episode of survivor, sink or swim.

Organizations should treat OTJ training just like regular structured training.  It should have consistent goals and outcomes just like a successful n or outside of the traditional classroom setting.

Known objectives work to keep younger learners engaged.  Keep them in the drivers seat with upfront objectives shared at beginning of job cycle.

Good SOTJ (Structured On The Job) training program builds on a specific job role not the whole company. if there is just a sink or swim training mentality, the good people leave after four years.

Best to have specific tasks not just general Know excel but know how to x in excel.

There are two things that all good SOTJ training programs have:

Number One:

Sit down with specific role and identify specific and measurable things to be considered competent.  Doesn’t matter the size of the job.  Both learner and organization must know specific tasks to ensure learner success.  This list is a living document, not set in stone for eternity.

Must be specific measurable competencies in a position.

It can be a painful but beneficial journey to make organization position skills consistent throughout an organization leaving room for customization and local enhancement.

Once you do that you go to Two which is:

How do you know that they are competent?   Must evaluate observable output so someone else can evaluate position competence.

Don’t think of On The Job Training as that but think of a  competency based training.  While there is a place in the workplace for classroom training, job specific training is different from the information dissemination class training experience.

OTJ should be competency based learning to help you the worker establish a sense of competence in what you need to know to successfully do you job.   Use the measurable items to determine success of training and program.

You can use a competency based learning program that is completely  organized and viewed up front can be used as a recruitment tool.

Mentors love the list of competences so there is a consistent training foundation and expected outcomes with the benefit of helping a mentor guide the learner leading to project success.

What makes a good program works is accountability   Somebody must monitor and measure so the job gets done.  The employee has a list of measurables, the mentor has list, then there is an independent development coordinator to meet with the learner to evaluate the measurable items and what they have successfully completed in time x and what hey plan do to in the near future.

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Clark Quinn

Clark_Quinn--Millennials_Goldfish_Training_Misconceptions--book_coverThe training myths, misconceptions, and superstitions to which we subscribe are hurting us, the organizations we serve, and those served by our learners, Clark Quinn maintains throughout his wonderfully engaging new book, Millennials, Goldfish & Other Training Misconceptions.

Quinn’s respect for and commitment to evidence-based research, his puckish sense of humor, and his obvious commitment to setting and fostering the highest possible standards of professionalism in learning and development are on clear display throughout the book–as they were during his T is for Training conversation in Episode #230.

Highly recommended.

–A longer review of the book is available on the ATD (Association for Talent Development) Science of Learning blog.

Revolutionize Learning & Development. (2014). San Francisco: John Wiley & Sons and ASTD Press

Clark Quinn 

Quinn--Revolutionize_L&D--CoverClark Quinn is certainly not the first to say he is mad as hell and to urge us to not take it anymore. But in this well-researched, highly- and finely-nuanced book, he does far more than recycle old rants. He builds upon research-based evidence to show where we continue to go wrong in talent development and, more importantly, offers suggestions for changing our course(s) to the benefit of those we serve. The real winners here are the learners we will better support by adapting Quinn’s first-rate recommendations to fit our learners’ and organizations’ needs.

–This brief review, originally written as a “shelf talker” posted in the conference bookstore at the ATD 2016 International Conference & Exposition in Denver (May 2016), is re-posted here with the permission of our ATD colleagues. A longer set of reflections is available on the “Building Creative Bridges” blog.