10 Not-to-be missed posts from November 2014

fog-258232_640Here is my selection of the must-read posts from November 2014. There were some very powerful posts written this month, and although I can’t link to them all here, if you want to see more, you can find them in my 2014 reading list.

(1) In 5 ways talent management must change, Don Tapscott says

“The current model of talent management is recruit, train, manage, retain and evaluate the performance of employees. In the future smart companies won’t do any of this. Work will look more like a jazz ensemble where hierarchy is replaced by creativity, sense-and-respond, peer-to-peer, collaboration, empowerment and improvisation.”

(2) Frustrated with the normal presentational type events, in 70-20-10 Your Conference, James Tyer suggests we should apply the 70-20-10 model to conferences …

“At least try these things:

  1. Flip the content – give us a more than a synopsis of the speaker content up front. Ideally, the slides would be great. Allow us to submit questions before the presentation begins.
  2. Reduce speaker time  and allow unconference-style breakouts in each session, based on what people want to know.
  3. Have the majority of conference time set aside for attendees to connect – not just over drinks afterwards. Use your data and facilitate their connections through interest, shared experiences, or problems faced. We all come to conferences with problems; it would be nice to spend time solving them with expert help rather than just listening to the experts speak.”

(3) I understand where Kavi is coming from, in Am tired of social …

“I am getting a bit tired of ‘Social’.  ‘Enterprise 2.0?. ‘Social Learning’. And labels of that nature … ‘Social’ is not a set of a skills. Its a way of working. Its a mindset, in my opinion. Sure, it does help to have  set of  ‘social’ skills that can be built over time. In the absence of a fundamentally different mindset however, we begin to use these newly acquired skills of using social tools, using the mindset that fit a different era.  It is easy to mistake familiarity with these tools as presence of a social mindset. It can be jarring.”

(4) I also wholehearedly agree with Nick Leffler’s post. They’re not learners, they’re peoplel (although I still prefer to call people, people not users!)

“It seems odd to me to refer to people in a way that assumes the action that they will get from your creation. I can’t think of another industry that does the same. So, let’s start treating people as people, not learners. They aren’t learners unless they’re learning, which isn’t something we get to decide.”

(5) In a very considered post, Embedding Learning in Work: The Benefits and Challenges, Charles Jennings makes some very important points …

“One of the major challenges is the fact that until recently L&D professionals have seen their primary role as instructional designers and creators of learning content and experiences where this content and these learning experiences are separate from work. … Of course some effective learning experiences can be designed, managed and measured, but they tend to be in the minority. The majority of learning occurs naturally as part of the workflow. This type of learning is ‘designed’ by the individual (sometimes with input from their manager), it is self-managed, and the measurement is in terms of outputs – not by passing a test or some form of certification but by demonstrating the ability to do work better, faster, more accurately, with greater agility and levels of innovation if needed.”

(6) In Inspiration for Working Out Loud, Harold Jarche writes of the importance of blogging.

“My biggest inspiration has been the hundreds, and now thousands, of bloggers who have shared their thoughts and actions. The list is too long, but if you have been reading my blog, you will know who has inspired my thinking. Just follow the links. The examples of so many others has made it much easier to continue working and learning out loud in this little corner of what used to be called the blogosphere. I owe everything to my blog and the ability to participate out loud in a worldwide network.”

(7) The 70-20-10 framework is another L&D trend that is not well understood, so New perspectives on 70:20:10 is a useful free paper to download from Good Practice.

“The paper presents the views of a range of leading L&D thinkers on this critical topic, with commentary and critical analysis from Charles Jennings, Nigel Paine, Clive Shepherd, Jane Hart and Harold Jarche. It also offers:

  • an overview of the benefits of 70:20:10
  • an assessment of the main problems and criticisms surrounding 70:20:10
  • practical tips to help L&D practitioners apply 70:20:10 to their organisation
  • five key questions every L&D team should ask before getting started with 70:20:10″

(8) I think Susan Fowler, speaks for many people, when she writes, Message to My Manager: Stop Trying to Motivate Me!

“Dear manager. Please stop using inane tactics to motivate me. It’s frustrating for everyone involved and it just doesn’t work. The effect of your tactics is the opposite of what you want. I’d like to help you help me by requesting that you stop doing three things …”

(9) And in a second powerful post this month, Charles Jennings, writes The Only Person Who Behaves Sensibly Is My Tailor

“The most widely used measures for ‘learning’ are based on activity, not on outcomes. We measure how many people have attended a class or completed an eLearning module, or read a document or engaged in a job swap or in a coaching relationship. Sometimes we measure achievement rates in completing a test or certification examination and call these ‘learning measures’. The activity measures determine input, not output. The ‘learning’ measures usually determine short-term memory retention, not learning. Even with today’s interest in the xAPI/TinCan protocol the predominant focus is still on measuring activity. It may be helpful to know that (noun, verb, object) ‘Charles did this’ as xAPI specifies. However extrapolating the context and outcomes to make any sense of this type of data requires a series of further steps that are orders of magnitude along the path to providing meaningful insight.”

(10) Finally, Virpi provides this great infographic in Why do training when you have an enterprise social network?

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Jane Hart

Founder at C4LPT
Jane Hart is an independent workplace learning advisor, writer and international speaker. She is the Founder of the Centre for Learning & Performance Technologies. Her recent book Modern Workplace Learning: A Resource Book for L&D is now available, which she supports with a range of online workshops. Find out more about Jane at JaneHart.com.

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