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Knowledge Transfer – Why the quality of your organisation’s training is critical

Knowledge Transfer – Why the quality of your organisation’s training is critical | Cultural Trendz | Scoop.it

To transfer knowledge successfully, an organization needs to make sure that any training:

 

- has clear goals and objectives linked to those of the organization itself

- is carefully designed by people who understand learning and development

- is delivered by skilled trainers who know how to adapt their approach to the needs of different learners

- is evaluated and assessed in terms of its impact on behavior and performance.

 

I have to say that many organizations fall down in some of these areas. This is partly because they expect their internal subject specialists to be able to do all these things when they are not experts in learning and development and when they naturally have to spend most of their time and effort focusing on their main work, which is usually not training.

Vilma Bonilla's insight:

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Does Performance Management Actually Improve Performance?

"According to recent research, few managers or employees have positive experiences with their company's performance management process...The system will be significantly less effective if it is seen as a personnel program, rather than a way of managing the business...Plus the focus on individual performance can result in destructive competition and conflict among team members...

 

Much more effective is to emphasize performance planning and coaching while increasing the objectivity of the performance factors... Most performance management processes are designed to judge performance and determine merit increase decisions, not to improve performance. They are focused on the past and create dysfunctional behavior and negative experiences...

 

The key to improvement is the critical interface between the manager and employee - just like a coach and an athlete or teacher and student. Some judging is inevitable, but it is coaching to succeed that drives performance improvement. Performance management programs, particularly in today's world of knowledge workers, needs to be focused on ongoing coaching to improve performance..."

Vilma Bonilla's insight:

Let's not try to pool the wool over each others eyes with performance reviews. I've seen the system and witnessed it's flaws. Few participants have positive experiences with the process. For some people it's a dreadful expereince; for others, quite a slap in the face; and for most, a serious morale killer. The process can completely break down trust between management and employees that should be working together as a team.

 

The goal setting aspect of the process is particularly problematic as it can be extremely subjective and fatally flawed. "If the goals are such a stretch that most employees believe that they cannot be attained, the program is doomed from the outset. Few will be motivated to try to achieve such goals; others will become discouraged early on. On the other hand, goals should not be so easy that incentives are paid for results that would have otherwise been achieved through normal effort." It's quite obvious when goals are set to favor some employees over others. "Employees are concerned that management can manipulate the results to reward those they favor instead of those whose performance is outstanding." If so-called merit based performance programs are to succeed, employees must have faith in the fairness of the measurement system.

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