Deficiences in job performance are often treated with traditional training; however, research and experience has proven that formal training alone is rarely the most cost-effective solution.
Identified deficiencies in knowledge or skills must be addressed in context with organizational goals as well as management support and other factors that impact on-the-job performance.
Worthy Performance begins with mutal agreement on measurable business outcomes that result in a positive return on investment.
The approach to addressing deficiencies in knowledge or skills includes:
- Identifying the accomplishments of a role that produce the most value for your organization
- Differentiating between the need to change behavior through training or coaching and the need to transfer knowledge via job aids, wikis, communities of practice, etc.
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"We should not train someone to do something differently unless we place a value on the consequence – unless we see that consequence as a valuable accomplishment.
Suppose we really do value the rabbits we have taught the hunter to kill. But our hunter requires an expensive rifle, charges us heavily for his services, and uses a lot of ammunition. Although we may value his accomplishment, we will not find the performance worthy because his behavior costs us too much…. So what we really want to engineer is not just valuable performance, but worthy performance – in which the value of the accomplishment exceeds the cost of the behavior."
Thomas Gilbert, Human Competence, 1978
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