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A common challenge in performance management is emphasizing performance and leaving potential to the wayside, chalking it up as a derivative of performance.
An employee did something, someone observed her doing it and so a box was checked. This oversimplification of on-the-job training (OJT) evaluation is all too often the only performance feedback employees and managers see.
The best companies have leaders who are focused on creating more leaders. But without an honest, clear-eyed, outside assessment program, there’s simply no way to honestly gauge where you are.
Truth be told, learning objectives are created for the training team, not the employee. There’s a better way to describe learning experiences that is employee-centric and performance-based.
Data gives you a starting point, a focus for where the engagement is going. At a minimum, use a learning agility inventory to give the coach and coachee an understanding of what the coachee tends to do in situations in which he or she has never been.
Organizations in North America alone spend over $160 billion on training and employee development every year. Most organizations are not measuring the business returns on these colossal training expenditures.
Digital training content is becoming more popular, especially for frontline workers. In addition, learning leaders are reporting increasing pressure to prove that their programs are making a positive impact on business results.