BLENDED LEARNING: Performance Change

Acquiring and converting knowledge into performance change is an extremely important part of the process in developing self efficiency, manager and leader competencies

Each of the 30 skill development courses has a cluster of four related human-centric skills which directly impact on the performance of the skills in that particular cluster.

These structures provide the learner or the talent development leader, for example, with the means to identify specific human-centric skills that can assist in incremental performance improvement, where a skill development need within a specific cluster, has been identified.

For example, if there is a need to improve self efficiency and time management is proving to be an issue, then reference to the skill cluster will show that priority management, delegation management, objective setting and personal organisation, may well require attention, too.

The diagram opposite illustrates the design of the learning process in the Skillogy PERFORM™ Human-Centric Ability Model™ and the associated Leader-Manager Development Framework™. The design is based on references to the work of Bloom and the subsequent changes to his Learning Taxonomy, carried out in 2001 by Anderson & Krathwohl, as well as the research carried out by David Kolb, in creating the Experiential Learning Cycle.

Knowledge into Performance Change

The Skillogy PERFORM™ knowledge content presented to the leaner is relevant, topical and of a high quality. The presentation in the course tutorial is specifically designed to provide the learner with concise, bite-sized learning which is easily remembered. Interactive visuals and animations are provided to complement the knowledge. At this level, the aim is to have the learner reflect on the learning content and build a ‘picture’ of how this relates to their current circumstances. A skill overview and summary of key points are also provided to further aid memory retention. An assessment of knowledge is undertaken prior to commencing a course, to establish a baseline and on completion, to enable an assessment to be made as to the level of knowledge attained.

In addition to the subject matter content, each course tutorial can contain a selection of exercises, tests, projects and case studies as well as video and external resources, to assist in developing an understanding of the human-centric skills and abilities discussed. Levels 2 and 3 are closely linked in terms of knowledge gained and how this is to be applied in the context of the learner’s job role and responsibilities.

This is an important stage in the development process, in ensuring that what has been gained in knowledge is now transferred into tangible actions that result in positive performance change. To achieve this the learner is provided with implementation guidelines, in the form of action points, setting out what the learner is required to carry out and practice. The learner uses these guides for implementing performance change. A development plan containing an action plan, activity log and a two-part review provides clear evidence as to how the learner is progressing and the degree of success being made in improving performance. Interventions can be made where appropriate to support the learner’s development.

The metrics are based on a review of the module aims and objectives, specific quantifiable objectives set by the learner, in conjunction with their talent development leader, the evidence of actions and activities carried out on the job and recorded in the action plans, as well as a discussion with the learner on identifiable changes and improvements in behaviour and outcomes. Normally, these metrics are tested at individual, team and organisational levels to ensure that potential issues relating to the organisational environment are taken into account and addressed.

The Skillogy PERFORM™ ROI approach shows how each of the development and delivery components work together to:

  • set the objectives
  • plan the development programme
  • provide the diagnostic tools
  • identify the relevant skill development needs
  • assign course tutorials and resources
  • monitor and track progress and changes
  • collate the data for the metrics
  • calculate TROI and performance ROI

In this way ROI metrics are integral to the successful completion of a human-centric skill course or series of courses.

Skillogy PERFORM™ Human-Centric Skill Courses By Performance Area

All courses recognised by CMI

 SELF

Emotional intelligence (EI) is the ability to manage oneself and one’s relationships with others in a mature and constructive manner. Research indicates that EI is closely related to workplace success at all levels of the organisation. In this course we look at six key aspects of EI in order to help develop your skills and abilities in managing yourself and your relationships in the workplace.

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Estimates show that some 70% of your work time is spent in some aspect of communication. With so much practice and experience, it would appear that we are all experts, but that is not the case. This course looks at your ability to reach a shared or common understanding with another person and how you apply your verbal and written abilities as well as your capacity to listen and understand.

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What you achieve at work is dependent on the contributions you make to your team. This is the sum of the skills that you willingly give to others or you add towards a common goal or result. This course looks at the key areas of contribution that you are required to make in order to achieve team objectives and results.

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Personal organisation seems to have a considerable effect on feelings and moods. You have good and bad days. If you feel well organised, you have a positive sense of well-being and in control. This course looks at your ability to arrange and control all aspects of your work so that it flows smoothly and efficiently. This skill depends upon your inherent drives to control events and circumstances.

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Managing priorities often causes a potential source of conflict. The correct work behaviour is summarised as ‘what you do second is equally important to what you do first’. This routine is achieved if time is controlled in terms of priority management. This course looks at your ability to focus on priority of job objectives and conflict between priority of importance and priority of time.

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Work stress has been described as the ‘wear and tear’ caused by your working life. In recent times, stress at work has seen a rapidly rising trend. This course looks at your ability to avoid work stress and to control and manage it. Excessive and continuous work stress problems stem from excessive workloads and impractical deadlines, relationships with colleagues and future job insecurity.

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Your ability to think is probably your greatest asset at work.  Everything  you say and do will be touched by what is going on in your mind. Performance and achievements are a direct function of your thinking abilities. This course looks at mental agility, conceptual and analytical thinking, in allowing you to conceive and form ideas, in a practical sense and draw the right conclusions.

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Time, like capital or human skills, is a resource that has to be managed effectively. It is also a limited resource. This course looks at your ability to manage job objectives, priorities and activities within the available time. Effective time management is criticalwhen time is at a premium and workloads are on the increase. In essence, the aim is to achieve the right things, at the right quality, on time.

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Wellness is not a new concept. The ancient Greeks believed that a truly healthy person possessed a keen intellect, a well-developed will and a disciplined body. Their ideal of excellence of any kind, was considered a noble state of human functioning, representing the merging of body, mind and spirit. This course focuses on making you aware of and making choices towards a more successful life.

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Your work personality brings together all those parts of you that have an influence on your performance at work. This course examines those qualities of your personality that you consistently demonstrate in your work and by which you become known by your colleagues. The main issue is whether you possess and use those positive qualities normally associated with good performance.

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MANAGER

Change is an inevitable part of life. Nothing remains static and the way we respond to change varies from individual to individual. Approximately one half of the population resists it, while the other half welcomes it. This course examines the change management process and the ways in which an understanding of the causes of resistance can be turned to positive advantage.

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This course looks at the step-by-step process of decision making from problem definition to implementation. It highlights the importance of qualitative information in decision judgement and the impact of unstructured decisions. It emphasises that judgement takes a higher priority when the impact of the decision is greater, more complex or the potential risk is higher.

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Time, like capital or human skills, is a resource that has to be managed effectively. It is also a limited resource. This course looks at your ability to manage job objectives, priorities and activities within the available time. Effective time management is critical when time is at a premium and workloads are on the increase. In essence, the aim is to achieve the right things, at the right quality, on time.

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This course examines the ability to plan and control the allocation of work within team members in order to maximise resources. Good delegation is based on clear objectives, regular reviews and solid feedback. It shows how delegation can provide a sound basis on which to improve productivity, engender ownership and responsibility, whilst fostering individual growth and development.

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People are a vital element in any organisation and managing and leading people is criticallyimportant for every manager. This course describes the key people management skills that contribute fully to individual performance improvement and organisational effectiveness.

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Information encompasses every aspect of your job. Throughout the work process you use it, produce it, pass it on and communicate it. This course examines the ability to store and the retrieve the essential information required to carry out your job efficiently.

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An interesting aspect of job knowledge is that the majority of people believe they understand their job until they are asked to explain it. This course sets out to examine your professional, specialist or expert knowledge and understanding that are especially required in your job.

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Objective setting is the foundation of good management. Without objectives, you will never be able to focus on achievement, nor manage the various aspects of your work and working relationships. This course covers your ability to think through and define the results you and your team wish to achieve, through an eight-step process, which is constantly subject to change and review.

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Project Management is a combination of steps and techniques for keeping the budget and schedule in line. This course follows the five stages of the project cycle, which provides a clear process and system for project tracking. A successful project manager demonstrates team building skills and develops a thorough knowledge of the team’s strengths and the project’s needs.

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Each team has a unique  ‘team  personality’ made up from the individuals that form it. It is this aspect that determines how effectively the team works together, the quality of their performance  and what they are capable of achieving. This course looks at how teams work together to achieve team objectives. Effective teams have a common ‘team spirit’ which directly impacts on their results.

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LEADER

Management is about finding creative solutions to problems and identifying the appropriate course of action. Creativity and originality explores the power of the mind, in bringing things into being, from original thought or basic concepts. This course sets out to show how the power of imagination can build on original thoughts to create solutions and plans, which contribute to work performance.

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Ethical leadership involves the way that managers and leaders carry out their decision-making in terms of moral issues and choices. This course examines the role of the ethical leader and the influence that he or she can exert in terms of corporate social responsibility (CSR) and improving an organisation’s ethical climate.

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Innovation is a special and highly regarded ability in people at work. The organisations that are the most successful at innovation, will gain leadership in their market. This course focuses on the role of the corporate innovator, in larger scale project development and highlights the importance of building innovative teams, in order to maintain a competitive edge.

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A manager can spend 50% of their work time in meetings, of one type or another. This course looks at your ability to plan and control meetings and make effective use of your time. Meetings involve planning, preparation, selection of participants, adherence to issues and time schedules. Meetings involve the maintenance of teamwork, supporting relationships and superior work performance.

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Leaders and managers will not be effective, if they do not understand the theories and practices of motivation. What you believe about people, affects the way your team reacts to you and your leadership. This course looks at the inherent needs of people and how to improve productivity and motivate a workforce. The level of motivation displayed by a team reflects the skills of the leader.

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In achieving optimum performance and long-term success, all organisations have to respond and adapt. Similarly, all jobs are conditioned by plans that require change. This course addresses your ability to have the knowledge and understanding of your organisation’s objectives, strategies, plans and the external environment in relation to political, social, financial and market competitive forces.

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Personal character is the sum of your moral and ethical qualities. It is these same qualities that provide the foundation for your working relationships. This course helps you to reflect on your work behaviour and integrity. Without this, it is impossible to lead and manage a team with any degree of success. Nor is it possible to survive in an organisation, which is not dedicated to ethical standards.

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Much of what you achieve depends on your ability to persuade other people. In many respects, persuasion is the highest form of communication. This course looks at the ability of persuasion and negotiation, in producing successful outcomes and moving towards a convergence of opinion and understanding. Negotiation depends on your attitudes in approach and devoting time to planning.

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Managers and leaders use power every day. Using power effectively, is an important skill and by developing influencing techniques, can lead to increased team effectiveness. This course describes the sources of power and strategies and assesses your abilities in line with these. Power contributes to organisational goals, respect human rights and conform to standards of equality and justice.

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Transforming leadership involves having a transforming approach to your work and life. Leaders operate from a set of core beliefs about people, that motivates them to perform and engage in the organisation. This transforming improves personal development and the productivity of all involved. This course explores seven key areas to help you become more effective as a leader.

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