Bridging the Gap Between Training and Job Performance

Today’s modern workforce is used to accessingtools that help them perform tasks in their daily lives—whetherthey pull out a GPS to get from point A to point B, or use a softwareapplication, like TurboTax, to guide them through the tax reporting process.But while these same workers are required to know more information and use moretechnology than ever before in their jobs, this is where they have the leastsupport. This disconnect is creating a huge gap between employers’ expectationsand employees’ ability to actually meet them.

Enter performance support

Performance support moves beyond traditional event-based learningto include “tools and resourcesthat augment training in the field and enable workers to achieve and exceed acompetent level of performance on the job whenever and wherever they need it”(according to our discussion with learning expert Marc Rosenberg).

While this concept was introduced more than 20 years ago, learningorganizations are only now starting to pay attention—with a grudgingly slow adoptionrate. This is increasing the risk that, in an attempt to increase jobefficiency and effectiveness, employees will struggle to find their ownindependent solutions that aren’t consistent with organizational requirements.

How to bridge the gap

In a typical scenario, employees participate in a trainingevent, return to work and are expected to apply that learning to their specificroles. But since the brain is prone to memory loss, employees are left to fendfor themselves when they can’t remember a process or recall the next steps theyneed to take to perform their job functions. And this lack of post-trainingsupport, leaves them more prone to errors and less likely to perform to thebest of their ability.

To bridge this gap, organizations need to move towards amore continuous learning model that extends beyond an initial training event toinclude learning reinforcement as well as performance support on the job. Here’show:

Step 1—Get support from management at all levels

Traditionally, learning professionals have been challengedwith getting management support, especially for something that’s different fromtheir traditional mission (training). But before any changes can be made withinthe organization, gaining alignment is a critical first step. Rosenberg agrees:“Performance support isinfluencing the way work gets done. That means learning professionals need supportnot just from senior executives, but from all levels of management—especially atthe front line—to make changes.”

Step 2—Change the organizational mindset

Instead offocusing on one-size-fits-all training opportunities, learning professionalsneed to embrace a more holistic view of learning that involves applying variouslearning approaches, such as eLearning, on-the-job training, informationreinforcement, and more, to meet specific individual and organizational needs. “I see it as an ecosystem—a whole varietyof approaches,” says Rosenberg. “We need to be smart about how we choose themand how we implement them as well.” Learning professionals also need tohighlight the benefits of this type of approach to challenge traditionalthinking. Aside from helping people do their jobs better, performance supportprovides more streamlined operations, decreases error rates and improvescustomer service. Rosenberg also emphasizes the added benefits of increasing employeeretention and engagement: “When employees believe the tools they have to dotheir job are well-designed, efficient, and smart, they’re more likely to stayin an organization than if they’re constantly struggling with bad processes andwork-arounds,” he says.

Step 3—Balance performancesupport tools with core knowledge requirements

There’s always a base level of knowledge employees must haveto do their jobs well. While organizations won’t benefit from a workforce thatcan’t think independently, they also won’t succeed if employees can’t performto the best of their ability. So, it’s important to balance required job knowledgeand cognitive skills with job support tools that will help employees achieve desiredresults. “My view of training in the future is this delicate balance betweenwhat you need to learn and when you need to learn it, and what you need to besupported on, on the job, and when you need that support,” says Rosenberg. “Ithink that is one of the key decision-point challenges and value-added roles ofa future instructional designer or learning professional. They’ll have to makethese kinds of judgments.”

Closing the gap is the key to better organizational performance

Closing the gapbetween training and job performance won’t happen overnight. But, it’s likelynot as big of a stretch as organizations may think. Performance support systemsand tools, from software tools and apps to curated knowledge bases and job aids,already exist. The next step is to integrate these solutions into an expandinglearning solutions repertoire. Only then will learning professionals be able toformalize the approach into a sound strategy that maximizes performance supportacross the organization.

From the Editor

It’s not too late to gofurther in your exploration of performance support in the real-time workflowthrough structure, coaching, and documentation! Join us at The eLearningGuild’s Performance Support Symposium, coming up next week, June 10 – 12 in Austin, Texas! The PerformanceSupport Symposium is the only event dedicated to the topic of performancesupport and the goal of delivering small amounts of information directly intoworkflows when and where it is needed to enhance on-the-job performance.

When you register for PerformanceSupport Symposium 2015, you will also receive admission to all sessions atmLearnCon 2015, co-located with the symposium. mLearnCon 2015 is North America’s leading mobile learning conference and expo, focusedon applying mobile technologies in the context of learning and support, thestrategies for integrating these technologies into the training mix, and thebest practices for designing, developing, and delivering mobile content.