Talent and Performance Development
2.2K views | +2 today
Follow
Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
Your new post is loading...
Your new post is loading...
Scooped by Deb Nystrom, REVELN
Scoop.it!

Research team systemic learning

"...one early response chastised us for being 'too ambitious'...Why is it that corporate entities can have ambitious plans but researchers are expected to think in isolated minutiae? "


Excerpted from the blog post:


Why not start with an open system rather than adding openness on as an afterthought once systems are already established?


To address the need for openness of platforms, algorithms and ensure that the learning process remains a key focus, a group of us have proposed the development of an open learning analytics architecture/platform.


We’ve posted our (beta) vision online: Open Learning Analytics: an integrated & modularized platform (.pdf). 


We are interested in hearing from, and partnering with, others – researchers, educators, universities, schools, startups, and corporate partners (learning and development departments).


We have submitted several grant applications and have a few more that will be submitted in the next six months (one early response chastised us for being “too ambitious”. I solidly reject that assertion. Why is it that corporate entities can have ambitious plans but researchers are expected to think in isolated minutiae?


Researchers need to think in systems and platforms in order to have an impact).

 

Source:  Envisioning a system-wide learning analytics platform ~ George Siemens December 8, 2011 Shanghai, China


Related posts from Deb:



Deb Nystrom, REVELN's insight:

Leadership research by the famed Warren Bennis established that many "Great Groups" in history are staffed by younger people who tend to be more innovative and less constrained criticism of what can't be done.  

This  Open Learning wiki and this SlideShare seem to "solidly reject" such constraints.   


Kudos to them and us for reading about and paying attention to these Agile Learning concepts and working to make an impact in data-driven learning - making it real.  ~  Deb 

more...
No comment yet.
Scooped by Deb Nystrom, REVELN
Scoop.it!

Flawed Performance Management and Hospital Consultants Don't Mix > Insights to Change

Flawed Performance Management and Hospital Consultants Don't Mix > Insights to Change | Talent and Performance Development | Scoop.it

"...improvements envisaged by the Department were achieved but that’s because its objectives were absurdly unambitious."  


Does this sound like a hobbled performance management system to you?  From "An open blog enabling commentators from across secondary care to share their opinions."


Excerpts:


“A new contract which increased consultants’ pay by between 24% and 28% failed to halt a continuing decline in productivity. Many of the improvements envisaged by the Department were achieved but that’s because its objectives were absurdly unambitious.


____________________

The use and quality of annual appraisals in trusts are patchy.

___________________


“The contract allows consultants to refuse to work during evenings and weekends. As a result, hospitals struggle to provide the appropriate level of consultant-led care for patients. Some trusts even pay up to £200 an hour for additional work which is done at weekends.


“The use and quality of annual appraisals in trusts are patchy. Seventeen per cent of consultants have not had an appraisal in the last year. It is also startling to hear that nearly half of trusts do not assess whether consultants have met the objectives in their job plans.


____________________.


..half of trusts do not assess whether consultants have met the objectives in their job plans.

____________________



“Pay progression for consultants is linked to years in the job rather than how well they are performing. And Clinical Excellence Awards, costing £500 million a year and aimed at rewarding consultants whose performance is over and above what is normally expected, are held by 60% of consultants.


____________________

...This nonsense highlights how badly consultants’ performance is being managed.

____________________


“This nonsense highlights how badly consultants’ performance is being managed. A proper culture of performance management for consultants and other NHS staff must be implemented if we are to avoid incidents of poor performance.


“Despite the increased pay, there is still a shortage of consultants in some parts of the country, in hospitals in deprived areas and in specialities such as geriatric medicine. This makes some trusts reliant on locum consultants, who provide less continuity of care for patients as well as being more expensive for the NHS.


Excerpts:  By Mike Broad - 3rd July 2013


Related posts by Deb:

   
   


photo credit: - born1945 Tom Brandt Flickr cc

Deb Nystrom, REVELN's insight:
  • This open blog window into healthcare consulting shows problem in implementation with performance management in healthcare.  The flaws mentioned or implied include:  
  • fragmented ownership of the system;
  
  • lack of clarity IF there is a performance system;
  
  • performance indicators are opaque, unclear;
 
  • performance appraisal is seen as a non-implemented solution to determining consultant performance pay;
  • contracting (deliverables) with consultants is flawed 
   
  • including the hours consultants can be contacted for help;
   
  • the way decisions were made is unclear, including whether or not the consultants fully support the hours they are available to help those they serve;
   

...and more.


This makes for a handy, current case-study-in-progress (like open source) for performance management systems, the 2013 and international version.  ~  Deb

more...
No comment yet.