The Learning & Development Podcast: The #1 L&D Show

Fully established in other fields, Product Management is finding its way into L&D. As an emerging discipline in L&D, Product Management is growing in prominence due to its focus on delivering demonstrable, meaningful results. 

Anne-Marie Burbidge has been applying the principles of PM to her L&D and as a successful Head of L&D has recruited for Product Managers. So what is it? How is it different? And is it better than traditional approaches at reaching desired outcomes? Find out in this episode.

KEY TAKEAWAYS

• The training or resource you provide is your product.
• Taking a product approach to L&D, changes your mindset.
• The product management approach to L&D mirrors the way businesses work when serving external customers.
• Speak to your customers, and understand what their pain points are.
• Often, the questions people have that need answering first are incredibly basic e.g. how do I sign-on.
• Start fresh with each problem. Don´t rule any solution in or out.
• Recognise that transitions and change generate new questions and needs.
• If you have a backlog, tackle the issues that solve a problem for as many people as possible.
• Being through with your research and measuring the impact will slow you down initially. But over the long term, it will actually speed things up.
• Make sure that the resource is available at the point of need and can be used to easily find the answer to very specific questions.
• It’sts not about the input, it is about the output.

BEST MOMENTS

'The product way of working is a mindset around how you do what you do.'

'A lot of the challenges occur at transition points…starting a new role, changes to the business.'

'Demonstrate to the business that you understand the problem. '

'Once you know what the problem is, you can be laser-focused on solving that.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

L&D Masterclass Series: https://360learning.com/blog/

EPISODE RESOURCES

You can connect with Anne-Marie via:

LinkedIn: https://www.linkedin.com/in/anne-marieburbidge/

ABOUT THE GUEST

Anne-Marie is a Head of Learning & Development drawing on 15 years experience of running L&D teams. Anne-Marie is keenly interested in Agile principles and understanding how data can help us, using a range of tools and approaches to understand what's really going in order to grow capability and confidence effectively.

Anne-Marie is a Head of Learning & Development drawing on 15 years experience of running L&D teams. Anne-Marie is keenly interested in Agile principles and understanding how data can help us, using a range of tools and approaches to understand what's really going in order to grow capability and confidence effectively

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/

Learning & Development functions need to move beyond education if they are to fulfil their potential but what does that actually mean?

In this episode, Nick shares his Learning Maturity model and we discuss what this means practically for L&D, organisations and each stakeholder within it.

KEY TAKEAWAYS

• Learning Maturity is Person-Centred Design.
• Audience interest is critical. You need to address the things they care about in ways that transform.
• Emotion plays a vital role in learning.
• People prefer face-to-face to e-learning.
• Being better and faster at their job is the No. 1 thing people want.
• Training should help people to develop not just perform better. People stay if they feel valued and included.
• L&D needs to facilitate and increase the availability of learning experiences that are already being used within an organisation.
• Hybrid learning is different from blended learning. How is explained in the podcast.
• Often managers are there for the rain dance and they don´t care if it rains.

BEST MOMENTS

'L&D is still largely set in an education mindset.'

'Understand what matters to your audience. That´s going to determine what they remember, It´s your key lever.'

'When the word learning is included in the communication, people are around 25% less likely to engage with it.'

'They were there for the rain dance, and they didn´t really care if it rains or not.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

L&D Masterclass Series: https://360learning.com/blog/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

ABOUT THE GUEST

Nick Shackleton-Jones Bio

Nick is a genuine thought-leader in Learning & Development, responsible for initiating the shift from ‘courses to resources’ and for the affective context model of learning.

He began his professional life as a psychology lecturer and went on to lead learning functions at Siemens, BBC & BP. He’s now a consultant and author of ‘How People Learn’ (Kogan Page, May 2019) as well as being the winner of several awards for people development strategy, innovation, and learning content, including the Learning & Performance Institute’s Award for Services to the Learning Industry, 2017.

You can follow and contact Nick via:

Twitter: @shackletonjones

LinkedIn: https://www.linkedin.com/in/shackletonjones/

Shackleton Consulting: https://shackleton-consulting.com/

CONTACT METHOD FOR DAVID JAMES

• Twitter:  https://twitter.com/davidinlearning/

When the role of Learning & Development - and Enablement - is linked to employees’ readiness to perform it is critical that solutions work and demonstrably prepare people to perform. Strangely, too many in Learning & Development focus too much on the ‘learning’ and not enough on the actual ability to perform. 

The criticality of the focus on preparation and performance led Alexis to up skilling from within by seeking an efficient way of leveraging internal expertise for the benefit of all. This is explored in conversation alongside how a product management approach helps to achieve desired outcomes.

KEY TAKEAWAYS

• Understanding why you are teaching something is essential. 
• There is no point in teaching people something if you then set them up for failure by not equipping them to perform.
• Sprint planning principles ensure that people use what they learn before moving on to the next round of training.
• Use product management principles to create far more effective training. How, is explained in the podcast.
• Building personas focuses you on what each type of employee needs.
• Collaborative learning is highly effective.
• Replicating how people ingest information in their everyday life works e.g. breaking information into smaller chunks.
• The more people you engage with, the stronger your understanding of the business and what is needed becomes.

BEST MOMENTS

'Enablement at Flexport is a combination of training, change management, and scalable communications.'

'I am a huge advocate for product management in L&D. '

'Our onboarding program is, in part, on-demand and automated for anybody in the company to use.'

'You have to understand what's in it for them. You have to understand what they are focused on. '

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

https://360learning.com/the-l-and-d-collective/

EPISODE RESOURCES

Atomic Habits Book: https://www.amazon.com/Atomic-Habits-James-Clear-audiobook/dp/B07RFSSYBH/ref=sr_1_1?crid=21VO449B979Z4&keywords=atomic+habits&qid=1649694292&s=books&sprefix=atomic+%2Cstripbooks%2C148&sr=1

ABOUT THE GUEST

Alexis Burbul

Alexis is Senior Manager of Customer Enablement at Flexport, a company that coordinates the complexity required to move freight across a diverse network of logistics, improving the user experience for brands moving freight. Prior to her role in Customer Enablement, Alexis managed Sales Enablement at Flexport. Alexis is also experienced in Product Management, experience which she brought into her roles in enablement.

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/

This is the last in the L&D’s Pivot to Performance series, recorded on December 15, 2021. OPWL’s Dawn Snyder and Steve Villachica join David James, Guy Wallace, Anne-Marie Burbidge, and Sebastian Tindall. In addition to responding to the questions of previous webinar participants, the panel takes on new questions about their approaches and examples of their work.

KEY TAKEAWAYS

• Single-page businesses model canvases quickly demonstrate the impact of the problem on the business as a whole.
• You do not need permission to pivot to performance. Don´t tell them it is different, just present it, get buy-in and do it.
• Start small. Rework something low-risk. Maybe something you are already doing. Prove your change works.
• Don´t over-promise. This change is going to be an evolution, it won´t be perfect the first time.
• Get into the numbers. Ask, what works? How do you know it works?
• Focus your networking efforts on line managers.
• Capture the value of what you are already doing.
• Don´t try to educate people about L&D. Stay focused on the solution they are seeking.
• Saying - this change will be good, but maybe you are not going to like it creates unnecessary barriers.
• Don´t fall into the trap of helping the person who shouts loudest.
• Every project needs stakeholders that have the juice to make sure what you produce is implemented.
• Regularly update your client with what you uncover as the discovery stage progresses.

BEST MOMENTS

'The neat thing about a canvas is that it is a one-page presentation of something complex. '

'It is definitely evolution not revolution, start small.'

'They don´t want perfect, they just want something that makes things better.'

'One person´s bureaucracy is another person´s rigour. '

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organizational performance, achieving much more as a consequence.

Dr. Villachica has consulted and worked in business, government, and non-profit settings for more than 25 years. He joined the faculty of the Department of Organizational Performance and Workplace Learning in the College of Engineering at Boise State University in 2007.

Prior to joining Boise State, Steve collaborated with colleagues and clients at DLS Group, Inc., to create large-scale performance support systems, e-learning, instructor-led training, job aids, and a host of award-winning performance improvement solutions for pharmaceutical companies, law enforcement agencies, securities companies and regulators, the Intelligence Community, and others. At Boise State, Steve teaches courses in instructional design, needs assessment, and workplace performance improvement. 

Dr. Villachica’s research interests focus on identifying and leveraging exemplary performance throughout organizations. His current research efforts investigate aspects of student readiness for the workplace.

KEY TAKEAWAYS

• Enabling people to perform in ways that contribute to achieving strategic business objectives, is not only about training. You also need to identify what is getting in their way and remove it.
• Often, organizational stakeholders come to L&D with ill-informed requests for training.
• Be systematic and look at things systemically.
• Determine whether the gap is worth closing. Does it really contribute to achieving business objectives and is it worth the time and $ cost?
• Gather organizational intelligence – find out what is keeping your clients up at night.
• Don´t try to educate people. Instead, address their pain points
• Each project needs adequate sponsorship. Someone who has skin in the game.
• Interacting causes produce the performance gap. In the podcast, Steve explains how to identify the many, overlapping underlying causes, behind each issue.
• From day one of any project, implementation needs to be a part of the process.
• Align your efforts with strategic business objectives and keep re-aligning them as things change.
• It is possible to launch effective projects using remotely hosted meetings. In the podcast, Steve shares the approach he and his team have found to be effective.

BEST MOMENTS

'If you want to address resistance, address people´s pain point, don´t try to educate them. '

'Ask what do you want people to be doing in the workplace that they´re not doing now?'

'Know the difference between what an organization says about itself and what it actually does. '

'The first step is to get in there and do the organizational intelligence work. Find out what the lay of the land is. '

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

EPISODE RESOURCES

You can follow and contact Steve via:

LinkedIn: https://www.linkedin.com/in/steve-villachica-96a0a69/

Website: https://www.boisestate.edu/opwl/

SUPPORTING RESOURCES: - Addison, R., Haig, C., & Kearny, L. (2009). 

Performance architecture: The art and science of improving organizations. Pfeiffer. - Chevalier, R. (2008). 

The evolution of a performance analysis job aid. Performance Improvement, 47(10), 9-18. https://doi.org/10.1002/pfi.20034 Gillum, T., & Mortenson, K. (2019). 

Performance eating rabbits: What B.O.L.D. people see and do. Outskirts. - Hale, J. (2007). 

The Performance Consultant’s Fieldbook: Tools and Techniques for Improving Organizations and People (2nd ed.). Pfeiffer. - Rosenberg, M. J. (2005). 

Beyond E-Learning: Approaches and Technologies to Enhance Organizational Knowledge, Learning, and Performance. Pfeiffer. - Rummler, G. A. (2006). 

The anatomy of performance. In J. A. Pershing (Ed.), Handbook of human performance technology: Principles, practices, and potential (3rd ed., pp. 986-1007). Pfeiffer. - Silber, K. H., & Kearny, L. (2009). 

Organizational intelligence: A guide to understanding the business of your organization for HR, training, and performance consulting. Pfeiffer. - Uday-Riley, M., & Guerra-Lopez, I. (2010). 

Process Improvement. In R. Watkins & D. Leigh (Eds.), Handbook of improving performance in the workplace: Selecting and implementing performance interventions (Vol. 2, pp. 418-437). John Wiley & Sons. - Watkins, R., & Kaufman, R. (1996). 

An update on relating needs assessment and needs analysis. Performance & Instruction, 35(10), 10-13. https://doi.org/10.1002/pfi.4170351005

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence. 

For the fifth episode, Guy Wallace and I speak with Filip Lam, Head of L&D at Klarna about how his performance-oriented approach, coupled with smart technology, means he can move quickly and demonstrably add value whilst almost eliminating administration with automation.

KEY TAKEAWAYS

• Don´t be afraid of automation. The fact it works so well elevates appreciation and demand for the L&D team.
• Using Filip´s approach a two-person team can facilitate training for hundreds of employees.
• The right LMS is essential for automation.
• In the podcast, Filip explains how to choose the right LMS for your organisation.
• Let your users create the training, pick the best, then tweak and use that.
• Making other people better should be a part of every single person´s job. That mindset results in users for whom creating training becomes second nature.
• If the training does not accurately reflect the way something is done in reality, it will not be effective.
• You cannot shortcut the research stage of L&D, but by bringing all of the stakeholders involved in a process together you can do things much faster.
• There is no need to wait for buy-in or the culture to change to be able to pivot for performance. You can just do it.
• Be laser-focused on what makes a difference. 
• If you don´t understand the performance problem and gap you cannot have a positive impact.
• Don´t be afraid to challenge and organisation on what they think should be done.
• Standadising elements of your approach enable you to replicate your success and do so at scale.

BEST MOMENTS

'In 13 months, we went from having 50 trainees on our platform to 1,950. And that is with two people in the team.'

'don’t be frightened of automation, it's eliminating your admin and elevating what your humans are there to do.'

'You train the way that you want to perform.'

'You need to change your process to fit humans, not the other way around.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

EPISODE RESOURCES

Looop LMS - https://www.looop.co

https://www.amazon.co.uk/Driving-Performance-through-Learning-employees/dp/0749497432

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence. 

For the fourth episode, Guy Wallace and I speak with Dawn Snyder. Dawn consults on learning and performance strategies, curriculum architecture, performance assessment, evaluation, and change management and has a proven track record of bringing practical, cutting-edge solutions to organisations that want to take performance to the next level. She helps these organisations achieve results using an interdisciplinary approach and is the go-to consultant for initiatives that impact global learning and performance and talent development.

KEY TAKEAWAYS

Approach all of your work through a performance mindset.

Create research strategies that focus on the problem and the results, you need to achieve e.g. gap analysis and cause analysis.

Structured interviews, followed by validation of what is gleaned from them is essential.

Look at all of the data that relates to the problem at hand/the objective. Dawn explains how to do this without being overwhelmed.

Behavioural and performance issues, e.g lateness, should be addressed immediately, that means during induction and training. 

Training a new hire to handle everything, including rarely performed tasks is a mistake. Focus on the core tasks.

Training has to be an opportunity for people to practise what they will actually be doing. Not just theory-based.

Most training is too heavy on the content and way too light on practice time.

Training criteria are not dictated by trainers. It is dictated by what has to happen on the job.

L&D done right, often results in systems and work environment changes.

Starting small, with stakeholders who are willing to do things differently, creates small wins that snowball.

BEST MOMENTS

'I was very interested in the fact that educational systems can empower and enable people or they can disenfranchise people. '

'Look at any data that informs that performance.'

'if you take people and train them to do X, but you actually reward them for something different, you can pretty much kiss that training effort goodbye'

'We reverse engineered all the practices and all the content to be geared towards preparing them to do those things that they had to do on the job.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

EPISODE RESOURCES

You can follow and contact Dawn via:

LinkedIn: https://www.linkedin.com/in/dawn-snyder/

Website: https://www.dawnsnyderassoc.com/

Books Dawn Mentions: 

https://www.amazon.co.uk/Fundamentals-Performance-Improvement-Optimizing-Organizations-ebook/dp/B007RT1Q50

https://www.amazon.co.uk/Serious-Performance-Consulting-According-Rummler/dp/1890289167

https://www.amazon.co.uk/Human-Performance-Improvement-Building-Practitioner-ebook/dp/B079H317YH

https://www.amazon.co.uk/Performance-Consultants-Fieldbook-Techniques-Organizations-ebook/dp/B008O5JZPY

https://www.amazon.co.uk/ounce-analysis-worth-pound-objectives/dp/B00070OSJM

International Society for Performance Improvement - https://ispi.org/

The Association for Talent Development - https://www.td.org/

The Learning Development Accelerator Organisation - https://ldaccelerator.com/

The Hale Center - https://halecenter.org/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

Twitter:  https://twitter.com/davidinlearning/

LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 

L&D Collective: https://360learning.com/the-l-and-d-collective/

Blog: https://360learning.com/blog/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence. 

For the third episode, Guy Wallace and I speak with Anne-Marie Burbidge, Head of Learning & Development at Utility Warehouse (a UK-based multiservice utility provider) who draws on 15 years experience of running L&D teams. Anne-Marie is keenly interested in Agile principles and understanding how data can help us, using a range of tools and approaches to understand what's really going on in order to grow capability and confidence effectively.

KEY TAKEAWAYS

• Often, training is only a part of the solution. It will not work if issues with the underlying processes are not addressed.
• Ask what good looks like. How will the improvement be measured? The more clearly this is defined the more targeted and effective the training will be.
• If you don´t think training is the answer, don´t be afraid to say so.
• Position yourself as a partner, as an enabler, within the organization.
• Don´t wait for the perfect situation before pivoting.
• Start small. Those little wins add up, build trust and ultimately lead to big changes.
• Find the keen bean in the organization, they will be a great early adopter.
• Build your internal network.
• Talk to users, people at all levels, and from all areas of the business. The more you do the more your understanding grows.
• Approach all of your conversations wearing opportunity goggles. Always be on the lookout for ways to improve things for the business. Don´t wait to be asked.
• Look at things holistically.
• When you find a solution to a problem, ask where else in the organization that problem exists, so the solution can be used there too. This is an important aspect of product management.
• Short videos are a great way to share those little bits of knowledge that smooth things out.
• When you do not fully understand the problem there are always unintended consequences.
• Identify what is being produced and measure that. Ask how can you tell good from bad results?

BEST MOMENTS

'People can only perform to a level that the environment around them allows.'

'Understanding what the real problem is, leads you a fair way towards the solution.'

'When someone comes to you and says I need training, don´t hear training, hear help.'

'Pilot, test, experiment, and scale-up.'

'Good L and D is quite stealthlike in many respects, but you are also well networked.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• Website: https://www.looop.co/

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence. 

For the second episode, Guy Wallace and I speak with Sebastian Tindall, Head of Learning & Development at Vitality. Sebastian has also held strategic roles in Santander Bank and The Co-Operative Bank. Over recent years his work with global L&D functions in South Africa, India, and the USA have catalysed his passion for creating a diverse range of innovative high-impact learning solutions.

KEY TAKEAWAYS

• You need more than training in your arsenal to solve an organization's problems.
• A resource that improves performance could be anything, for example, a tool or a system tweak.
• Ask what people need to do to get it right every single time. This approach identifies impossible or inefficient processes.
• Training should not be the go-to. Processes should be so simple and intuitive that training is not necessary.
• People should not be over-trained and boxed in. The aim is to make them intuitive, flexible, and agile.
• The initial conversation should always be about the business performance issue. Ask managers to explain exactly why they want the training.
• Sebastian´s team typically turns a project around in 7 days.
• Taking a lego block approach enables any team member to pick up and work on any stage of any project, which greatly reduces delays.
• Analyze how people use your systems to make sure they can find information fast.
• Sharing good results provides you with instant permission to change and improve things even more.
• Managers need to see the training and to have more access to L&D while their teams are being retrained, so they do not get blind-sided.

BEST MOMENTS

'I don´t have a training bias, I have a performance bias.'

'Typical turnaround for a project for us is 7 working days. We are built for speed. '

'Our definition of performance is the ability to complete a task correctly, every time. '

'Flip it and ask what will support them in their role'.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• Website: https://www.looop.co/

This is the first in the ‘L&D’s Pivot To Performance’ series, in which David James and Guy Wallace speak with Dr. Kenneth Yates about Cognitive Task Analysis (CTA). 

The aim of this series is to highlight the important shift that some L&D leaders and practitioners have made in order to more predictably and reliably affect individual and organisational performance, achieving much more as a consequence. 

KEY TAKEAWAYS

• L&D needs to pivot from being learning-focused to being performance-focused.
• In the modern workplace, most tasks involve decision-making. How those decisions are to be made is hard to capture and turn into meaningful training.
• Experts omit up to 70% of the critical information when describing what they do.
• Using the CTA approach to conduct interviews with 3 or 4 experts fills in much of the missing information.
• Knowledge, motivational, cultural, and organisational factors all influence human performance in the workplace.
• Identifying the actual problem you are trying to address is essential. Yet, frequently this step is rushed.
• Asking if a problem was solved what would be achieved focuses everyone´s attention and motivates them.
• Dr. Yates uses gap analysis to diagnose problems. He explains why and how in the podcast.
• The gap analysis framework can be used for problem centred issues and to improve processes.
• Culture influences our performance and how we learn. As well as the language that needs to be used.
• The Human Performance Framework can be done surprisingly quickly when people buy into the process.
• Conducting CTA is time-consuming, but because it is highly effective you get good ROI.

BEST MOMENTS

'Experts actually omit up to 70% of the critical information the novice needs.'

'When we find a procedural gap in human performance we need to conduct CTA.'

'Ask – if this problem were solved, what goal would be achieved.'

'Motivation accounts for up to 40 and 50% variance when it comes to learning achievement.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 

SUPPORTING RESOURCES

Clark, R. E., Pugh, C. M., Yates, K.A., Inaba, K., Green, D., & Sullivan, M. (2012) The use of cognitive task analysis to improve instructional descriptions of procedures.  Journal for Surgical Research. https://hpttreasures.files.wordpress.com/2020/07/journal-for-surgical-research-clark-sullivanedit.pdf

Clark, R.E., Feldon, D., & Yates, K. (2011, April) Using Cognitive Task Analysis to capture expert knowledge and skills for research and instructional design. Workshop presented at the American Educational Research Association, New Orleans, LA. https://hpttreasures.files.wordpress.com/2018/11/aera_cta_workshop_2011_04_11.pdf

Yates, K. A., Sullivan, M., and Clark, R. E. (2011).  Integrated studies in the use of Cognitive Task Analysis to capture surgical expertise for Central Venous Catheter Placement and Open Cricothyrotomy. American Journal of Surgery. 203(1). 76-80. https://hpttreasures.files.wordpress.com/2020/07/yates_sullivan_clark_2011_integrated-studies-on-the-use-of-cta.pdf

Sullivan, M. E., Yates, K. A., Baker, C. J., & Clark, R. E. (2010). Cognitive task analysis and its role in teaching technical skills. In Tsueda, S., Scott, D. and Jones. D. (Eds.). Textbook of Simulation, Skills and Team Training. Woodbury, CT: Cine-Med. https://hpttreasures.files.wordpress.com/2020/07/chapter-in-textbook-of-simulation-cognitive-task-analysis-and-its-role-in-teaching-technical-skills-sullivan-yates-baker-clark.pdf

ABOUT THE GUEST

Dr. Kenneth Yates Bio

Ken is a Professor of Clinical Education in the Rossier School of Education at the University of Southern California. He is also Co-Director of the Center for Human Applied Reasoning and IOT, a joint center of the Rossier School of Education and the Viterbi School of Engineering to combine cutting-edge cognitive science and education research with the emerging Internet of Things technologies to revolutionise personalised learning.

His research focuses on the use of Cognitive Task Analysis methods to capture the underlying knowledge and skills that experts use to solve complex problems and the design of instruction to effectively teach this expertise to others. He is also interested in how information communication technologies can be used to deliver instruction more efficiently to a wider audience.

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at Looop by 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• Website: https://www.looop.co/