There are many methods for capturing subject matter expertise. We have some strong arguments as to the most effective methods and also on how to organize and share that expertise; however when you are talking specifically about capturing expertise from a retiring SME the methods and goals are different from those you might otherwise adopt.
A worker with potentially decades of experience has a rich history that may be worth sharing. The operative word is “may” because although there are years of experience in place, the pieces that are really worth sharing are those that can impact future performance of the enterprise.
You cannot discount years of know-how especially the type of knowledge that comes only through exposure over time, resulting not just in proficiency, but in the ability to deal with unexpected situations. Unfortunately, in our experience many retiring SMEs that have great “tribal” knowledge also have a difficult time communicating specific information that improves the way the business operates. That's because storytelling (the tribal piece), full of anecdotes, factoids and arcane internal political references is easy. Trying to tie those stories to actual performance is another matter.
Our approach is to take a retiring subject matter expert and harvest knowledge that can be specifically tied to the job processes, procedures and tasks he or she has been charged with performing. Using this approach, not only do you focus on what is relevant to performance, but you also create a menu for navigating of these so-called knowledge nuggets that you obtain from that individual.
Context is all important and without it, information cannot be applied effectively.
Showing posts with label learning. Show all posts
Showing posts with label learning. Show all posts
Monday, May 10, 2010
Wednesday, August 26, 2009
When do you stop?
Summer in D.C. is usually a slow period...people on vacation, oppressive summer heat and humidity, Congress out of session. But we've never been busier and as a result, we've neglected the blog a bit. Apologies.
I spoke at the SALT learning conference in Arlington, VA the other day and was asked the question by a knowledge manager in the audience, “when do you stop gathering process or business knowledge and implement your solution.” In other words, how do you know you have what you need to deploy?
I answered it this way. When you implement a training solution, you create a class or an instance of that training which is very modular in nature. You might review it annually or on some other schedule, but regardless, the content is not dynamic in nature. When you implement a BPM solution…you go to great lengths to define requirements, create workflows and integrate/code systems. But try to change it? Workflow is very brittle.
But business is ever evolving. Rules and regulations change. Content and templates change. Employees leave, new ones join. But most importantly, someone is always figuring out a better way to perform the job they’ve been told to do. And in Contextware’s world, we made the conscious decision to create a technology that allows for those improvements to be captured and conveyed quickly and efficiently. It is one of the biggest differentiators in the way we approach process improvement, knowledge and performance support.
I spoke at the SALT learning conference in Arlington, VA the other day and was asked the question by a knowledge manager in the audience, “when do you stop gathering process or business knowledge and implement your solution.” In other words, how do you know you have what you need to deploy?
I answered it this way. When you implement a training solution, you create a class or an instance of that training which is very modular in nature. You might review it annually or on some other schedule, but regardless, the content is not dynamic in nature. When you implement a BPM solution…you go to great lengths to define requirements, create workflows and integrate/code systems. But try to change it? Workflow is very brittle.
But business is ever evolving. Rules and regulations change. Content and templates change. Employees leave, new ones join. But most importantly, someone is always figuring out a better way to perform the job they’ve been told to do. And in Contextware’s world, we made the conscious decision to create a technology that allows for those improvements to be captured and conveyed quickly and efficiently. It is one of the biggest differentiators in the way we approach process improvement, knowledge and performance support.
Thursday, May 14, 2009
After Action Reviews (AARs)
After action were originally developed and practiced by the U.S. Army as a method for reviewing training and live exercises and ensuring that feedback on what worked, and what didn't made it back into the training regimen. Since then a handful of other government and some commercial organizations have adopted the process as part of their standard set of operational processes.
We're big fans of AARs because they provide a rigorous framework by which specific activities and outcomes can be measured and evaluated. We've also seen through experience how AARs can be used (stretched) beyond their original structure and purpose and can be applied to reviewing marketing programs, sales engagements, product development, litigations...almost anything.
The keys to successful application of the After Action Review process are 1) using a defined structure, templates and tools to conduct it, 2) having management buy-in that results will be reviewed and used, and 3) ensuring that the AAR itself doesn't overreach in scope or it's intended goals. It is just one piece of formalized feedback required for continuous improvement.
Contextware has taken the time to create an online step-by-step version of how to conduct an AAR. You can request access to this, by accessing the link found here.
We're big fans of AARs because they provide a rigorous framework by which specific activities and outcomes can be measured and evaluated. We've also seen through experience how AARs can be used (stretched) beyond their original structure and purpose and can be applied to reviewing marketing programs, sales engagements, product development, litigations...almost anything.
The keys to successful application of the After Action Review process are 1) using a defined structure, templates and tools to conduct it, 2) having management buy-in that results will be reviewed and used, and 3) ensuring that the AAR itself doesn't overreach in scope or it's intended goals. It is just one piece of formalized feedback required for continuous improvement.
Contextware has taken the time to create an online step-by-step version of how to conduct an AAR. You can request access to this, by accessing the link found here.
Monday, April 20, 2009
Improving Customer Service Through Training
A poor customer service experience this weekend reminded me of something we were asked to write for Chief Learning Officer Magazine a year or so ago. Here's the exec summary:
Most of us can cite examples of a positive customer service experience that left us with the satisfaction and knowledge that we had made the right purchase decision. That the company understood us – and perhaps that as a result of the experience, we had an even greater affinity with the product or service we had purchased. All of us can cite examples where poor customer service left us gasping for air – exasperated by the arrogance and ignorance of the company we were dealing with, left wondering how can they “do business that way?” Many of us probably took the step to tell a family member or friend about the negative experience and in today’s environment of real-time information flow where the web can serve as a force multiplier for bad news, we might have sent an email to the company or even blogged about it to anyone who would listen.
When clients need support or assistance, an organization’s ability to address and resolve those matters consistently and in a quality manner is a key component in the total value delivered to a client and to the retention of an increasingly fickle client base. Whether your clients are consumers or businesses or both, your "brand" and the value behind it, is highly dependent not only on what you deliver, but also on the post-sales experience.
Customer issues should be viewed and treated as opportunities. Although customer service organizations (call centers) are frequently treated as cost centers, there are some compelling arguments that support increased investment in improving the customer service function to help them do just that. One way in particular to gain improvement is through increased investment in training and decision/performance support with learning and training managers taking the lead. Simply put, well-executed training and performance support provides the basis to make a positive impact on many of the key benefits that come with good customer service.
Most of us can cite examples of a positive customer service experience that left us with the satisfaction and knowledge that we had made the right purchase decision. That the company understood us – and perhaps that as a result of the experience, we had an even greater affinity with the product or service we had purchased. All of us can cite examples where poor customer service left us gasping for air – exasperated by the arrogance and ignorance of the company we were dealing with, left wondering how can they “do business that way?” Many of us probably took the step to tell a family member or friend about the negative experience and in today’s environment of real-time information flow where the web can serve as a force multiplier for bad news, we might have sent an email to the company or even blogged about it to anyone who would listen.
When clients need support or assistance, an organization’s ability to address and resolve those matters consistently and in a quality manner is a key component in the total value delivered to a client and to the retention of an increasingly fickle client base. Whether your clients are consumers or businesses or both, your "brand" and the value behind it, is highly dependent not only on what you deliver, but also on the post-sales experience.
Customer issues should be viewed and treated as opportunities. Although customer service organizations (call centers) are frequently treated as cost centers, there are some compelling arguments that support increased investment in improving the customer service function to help them do just that. One way in particular to gain improvement is through increased investment in training and decision/performance support with learning and training managers taking the lead. Simply put, well-executed training and performance support provides the basis to make a positive impact on many of the key benefits that come with good customer service.
Friday, April 17, 2009
Soccer, Business and Making Decisions
Read no further if you don't like sports and soccer metaphors in particular.
Mike Prokopeak, the editorial director for Chief Learning Officer magazine wrote an April 2009 executive briefing piece titled, "Goooaaal! Decision-Making Lessons from Soccer." The article features 2005 research on the effectiveness of soccer goal keepers blocking penalty kicks by diving left or right vs. remaining in the center of the goal -- akin to doing nothing. The report shows statistical evidence that by doing nothing, goal keepers in fact increase their chance of stopping the penalty kick.
Here's a link to the 27 page research.
Furthermore the conclusion of the report and of Graham Jones, a sports psychologist from the consulting company called Lane4 (interviewed for the article) is that just like goal keepers, today's executives may be doing things just for the sake of doing things.
Well as a career soccer player, I couldn't resist digging into the research further, because from my perspective, there are too many elements to consider in the fierce competition of a soccer match that a bunch of scientists could reduce it to an algorithm. I also couldn't accept that a subject matter expert such as a goal keeper couldn't be right in trying to anticipate the direction of a penalty kick when trying to stop a it. The kicker has to choose a side, why not the keeper?
Turns out I was sort of right. In more recent research scientists showed that goal keepers typically stand just off center of the goal...by just a few centimeters...thereby trying to influence the side to which the penalty kick taker will shoot the ball...and apparently in the majority of cases, the penalty kick taker does in fact shoot to the side of the goal with more space. By taking action the keeper does influence the outcome.
You see, just as in stopping penalty kicks, in business, sometimes making a move, even a subtle one (such as standing a little left or right of center) can increase your chances of success in the long run. Accepting the status quo without trying something just doesn't make sense.
Mike Prokopeak, the editorial director for Chief Learning Officer magazine wrote an April 2009 executive briefing piece titled, "Goooaaal! Decision-Making Lessons from Soccer." The article features 2005 research on the effectiveness of soccer goal keepers blocking penalty kicks by diving left or right vs. remaining in the center of the goal -- akin to doing nothing. The report shows statistical evidence that by doing nothing, goal keepers in fact increase their chance of stopping the penalty kick.
Here's a link to the 27 page research.
Furthermore the conclusion of the report and of Graham Jones, a sports psychologist from the consulting company called Lane4 (interviewed for the article) is that just like goal keepers, today's executives may be doing things just for the sake of doing things.
Well as a career soccer player, I couldn't resist digging into the research further, because from my perspective, there are too many elements to consider in the fierce competition of a soccer match that a bunch of scientists could reduce it to an algorithm. I also couldn't accept that a subject matter expert such as a goal keeper couldn't be right in trying to anticipate the direction of a penalty kick when trying to stop a it. The kicker has to choose a side, why not the keeper?
Turns out I was sort of right. In more recent research scientists showed that goal keepers typically stand just off center of the goal...by just a few centimeters...thereby trying to influence the side to which the penalty kick taker will shoot the ball...and apparently in the majority of cases, the penalty kick taker does in fact shoot to the side of the goal with more space. By taking action the keeper does influence the outcome.
You see, just as in stopping penalty kicks, in business, sometimes making a move, even a subtle one (such as standing a little left or right of center) can increase your chances of success in the long run. Accepting the status quo without trying something just doesn't make sense.
Monday, February 23, 2009
Society for Applied Learning Conference: New Learning Technologies Part II
Well...results are in from the SALT conference and I must say anecdotal evidence suggests Doug Harward from TrainingIndustry.com is correct in his assertion that the training and learning profession will experience a 10% downturn in 2009. A lower attendance rate, lower energy and reports from the people attending all but confirmed his hypothesis. But really this is no surprise is it?
During our very well attended talk at the SALT conference in Orlando, I emphasized to learning professionals that they will increasingly be asked to connect their projects directly to ROI and key performance indicators KPIs of the business. At risk of alienating potential clients...there were a lot of blank stares. That's pretty hard to believe but it's true.
Our recommendation (albeit self-serving) to them is that learning professionals increase their focus on efforts that impact day-to-day performance of employees. In essence they need to focus on performance support initiatives. Beyond just job preservation, there are a fair number of business reasons that support this change of mindset.
One of the statistics we presented related to the number of applications and systems that knowledge workers are expected to interact with as part of their jobs. Shockingly, on average a knowledge worker may have to work with upwards of 20 applications and systems as part of their job. This is true even for smaller companies.
During our very well attended talk at the SALT conference in Orlando, I emphasized to learning professionals that they will increasingly be asked to connect their projects directly to ROI and key performance indicators KPIs of the business. At risk of alienating potential clients...there were a lot of blank stares. That's pretty hard to believe but it's true.
Our recommendation (albeit self-serving) to them is that learning professionals increase their focus on efforts that impact day-to-day performance of employees. In essence they need to focus on performance support initiatives. Beyond just job preservation, there are a fair number of business reasons that support this change of mindset.
One of the statistics we presented related to the number of applications and systems that knowledge workers are expected to interact with as part of their jobs. Shockingly, on average a knowledge worker may have to work with upwards of 20 applications and systems as part of their job. This is true even for smaller companies.
Knowing when to access and what to do with them is a huge part of employees jobs. Making this easier, in the context of learning and performing one's job has potential.
Wednesday, February 18, 2009
Society for Applied Learning Conference: New Learning Technologies Part I
Greetings from Orlando. Here at the SALT New Technologies Conference. Delivering a presentation on Performance Support and the role learning professionals should play in these initiatives. The presentation takes place early afternoon. I'm very curious about the response.
Learning and training have always been areas of return on investment for Contextware, but not necessarily our primary focus. However, as learning grasps for new ways to capture and deliver content, make an impact on the business and cast itself as strategic to the organization...we figured we would try to help. Help from the perspective that learning as a profession needs a wake up call to move out of the classroom and move closer to impacting day to day performance of the people they support. If you in the middle of trying to do your job, you're not going to pause to take a 1 hour class online to figure out how to do what you're doing. But what if learning content were delivered in more digestible chunks and if you were able to access those chunks in the context of the task that was being performed. Well...that's Contextware in a nutshell.
Learning and training have always been areas of return on investment for Contextware, but not necessarily our primary focus. However, as learning grasps for new ways to capture and deliver content, make an impact on the business and cast itself as strategic to the organization...we figured we would try to help. Help from the perspective that learning as a profession needs a wake up call to move out of the classroom and move closer to impacting day to day performance of the people they support. If you in the middle of trying to do your job, you're not going to pause to take a 1 hour class online to figure out how to do what you're doing. But what if learning content were delivered in more digestible chunks and if you were able to access those chunks in the context of the task that was being performed. Well...that's Contextware in a nutshell.
Tuesday, February 10, 2009
2009 Forecasts and Predictions
We shy away from making our own predictions other than where we think our business is headed...but some of the following from third parties that relate to areas our technology addresses are interesting.
Top 10 Market Predictions for 2009: Are YOU ready for the New Training Industry?
by: Doug Harward
TrainingIndustry.com
Among his other predictions, Doug sees a decline of 10% budget and 11% workforce in 2009...that's 65,000 people.
http://www.trainingindustry.com/articles/2009-predictions.aspx
Our take: Better figure out a way to better connect learning and training initiatives to KPIs and ROI or Doug is way conservative with his numbers.
Nucleus Research Announces Annual Technology Predictions for 2009
by: Nucleus Research
Nucleus offers 10 predictions via the link below. One that stands out: "No Shiny Objects. No one is investing in the cutting edge this year, unless there is a clear and compelling business benefit. Vendors still pitching their bright and shiny technology took a hit in late 2008 and will continue to suffer in 2009."
Our take: We agree completely. Nifty technology without an obvious ROI is done.
http://nucleusresearch.com/news/press-releases/nucleus-research-announces-annual-technology-predictions-for-2009/
12 Technology Predictions for 2009
Analysts weigh in on content management trends for the New Year.
by Tony Byrne and CMS Watch
http://www.destinationcrm.com/Articles/CRM-News/Daily-News/12-Technology-Predictions-for-2009-52162.aspx
DestinationCRM.com quotes 12 predictions from content management guy Tony Byrne, the founder of CMS Watch http://www.cmswatch.com/. Here's number 12..."Buyers will not accept vendors' first offers," the CMS Watch report states. "Rather they will demand better pricing, more licenses, and better support levels."
Our take: No kidding? When has a good buyer not thought this way. We would have stopped at the 11th prediction.
Top 10 Market Predictions for 2009: Are YOU ready for the New Training Industry?
by: Doug Harward
TrainingIndustry.com
Among his other predictions, Doug sees a decline of 10% budget and 11% workforce in 2009...that's 65,000 people.
http://www.trainingindustry.com/articles/2009-predictions.aspx
Our take: Better figure out a way to better connect learning and training initiatives to KPIs and ROI or Doug is way conservative with his numbers.
Nucleus Research Announces Annual Technology Predictions for 2009
by: Nucleus Research
Nucleus offers 10 predictions via the link below. One that stands out: "No Shiny Objects. No one is investing in the cutting edge this year, unless there is a clear and compelling business benefit. Vendors still pitching their bright and shiny technology took a hit in late 2008 and will continue to suffer in 2009."
Our take: We agree completely. Nifty technology without an obvious ROI is done.
http://nucleusresearch.com/news/press-releases/nucleus-research-announces-annual-technology-predictions-for-2009/
12 Technology Predictions for 2009
Analysts weigh in on content management trends for the New Year.
by Tony Byrne and CMS Watch
http://www.destinationcrm.com/Articles/CRM-News/Daily-News/12-Technology-Predictions-for-2009-52162.aspx
DestinationCRM.com quotes 12 predictions from content management guy Tony Byrne, the founder of CMS Watch http://www.cmswatch.com/. Here's number 12..."Buyers will not accept vendors' first offers," the CMS Watch report states. "Rather they will demand better pricing, more licenses, and better support levels."
Our take: No kidding? When has a good buyer not thought this way. We would have stopped at the 11th prediction.
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