T3S2 - Learning and performance
Is L&D blinded by our obsession with skills? Charles Jennings would argue we are. It’s not that they aren’t important. They simply aren’t enough. In this session, Charles reminds us that L&D should focus on the factors behind improved performance, including work design, clarity of process and purpose, psychological safety, effective leadership and systems thinking. Join him to widen your thinking about L&D and improve the impact your make on your organisation.
Rethinking learning to support organisational performance
For the past few years, the topic of ‘skills’ has dominated thinking and discussion in learning – but are we approaching things all wrong? We seem to have forgotten the direct link between our role and continuously improving organisational performance. What if we considered the role and purpose of L&D from an ‘outside-in’ perspective?
In this session, Charles Jennings makes a powerful argument that there is a different, better way for L&D to build and maintain high-performing teams and organizations that goes beyond traditional training and skills. It covers the roles played by work design, clarity of process and purpose, psychological safety, effective leadership, and other factors driving cultures of continuous improvement and high performance.
- Performance as an output of learning
- Improving performance requires changes in both behaviours and systems
- High-performing organizations spread focus across a range of levers
- The crucial role of embedding systems thinking in our work
Why learning from experiences is essential to achieve and retain high levels of performance