Driving Performance Through Learning audiobook cover - Using L&D to Improve Performance, Productivity and Profits

Driving Performance Through Learning

Using L&D to Improve Performance, Productivity and Profits

Andy Lancaster

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EducationCareer & SuccessManagement & Leadership

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Driving Performance Through Learning
Evolution of Workplace Learning+
Diagnosing True Needs+
Agile Solution Design+
Measuring Impact & Data+
Digital Tools & Curation+
Community & Social Learning+
Coaching & Culture+

Quiz — Test Your Understanding

Question 1 of 8
According to the 70:20:10 concept, where does the vast majority (70 percent) of workplace learning take place?
  • A. Through formal training courses and seminars.
  • B. From experiences in the workplace while doing the job.
  • C. Through coaching and interactions with colleagues.
  • D. By consuming curated digital content and online videos.
Question 2 of 8
What is the recommended approach for an L&D team when dealing with a complex issue like a sudden spike in staff turnover and customer complaints?
  • A. Immediately enroll all managers in a mandatory leadership training course.
  • B. Create a comprehensive online induction course for all new hires.
  • C. Conduct a forensic learning needs analysis to identify targeted interventions.
  • D. Outsource the problem to the HR department for better recruitment screening.
Question 3 of 8
Why does the author recommend prioritizing an 'agile' approach over chasing perfection when designing learning solutions?
  • A. Perfect solutions require too much digital bandwidth to implement effectively.
  • B. Employees prefer formal courses over quick, iterative learning methods.
  • C. Perfectionism leads to an over-reliance on the Kirkpatrick Model for measuring success.
  • D. Work systems evolve so fast that a perfect solution might be outdated by the time it is implemented.
Question 4 of 8
Why is the traditional Kirkpatrick Model, particularly the use of 'happy sheets,' considered flawed for measuring the impact of learning?
  • A. It relies heavily on self-reporting, which is inherently vague and subjective.
  • B. It focuses too heavily on hard data and key performance indicators (KPIs).
  • C. It is too difficult to administer in a modern, remote-working environment.
  • D. It requires expensive software to calculate the exact return on investment (ROI).
Question 5 of 8
How can L&D teams most effectively utilize existing external digital resources like YouTube tutorials and podcasts?
  • A. By banning external content to ensure employees only learn from in-house experts.
  • B. By engaging in content curation to compile, filter, and share relevant materials for staff.
  • C. By rewriting the external content into formal, company-branded training manuals.
  • D. By making it mandatory for employees to consume a set number of podcasts per week.
Question 6 of 8
In the context of supporting self-directed learning, what does the acronym COGS stand for?
  • A. Collaboration, Organization, Group-thinking, Socialization
  • B. Content, Optimization, Gamification, Strategy
  • C. Coaching, Observation, Goal-setting, Support
  • D. Curiosity, Ongoing commitment, Growth mindset, Self-awareness
Question 7 of 8
For coaching to have a real impact on workplace performance, how should it be structured?
  • A. It should be strictly limited to formal, one-on-one calendar appointments.
  • B. It should be embedded in-the-flow of work and become part of the broader workplace culture.
  • C. It should be outsourced to external professional coaches to ensure objectivity.
  • D. It should only be provided to senior leadership and executive management teams.
Question 8 of 8
How does the author suggest L&D teams and organizations view mistakes made at work?
  • A. As indicators that an employee needs to be sent back to formal training.
  • B. As negative events that must be minimized through strict compliance courses.
  • C. As valuable learning opportunities that can lead to innovation and development.
  • D. As failures of the agile learning process that require a return to traditional methods.

Driving Performance Through Learning — Full Chapter Overview

Driving Performance Through Learning Summary & Overview

Driving Performance Through Learning (2019) is a guide to help learning and development professionals understand the full breadth of possibilities for learning in the modern workplace. It explains the benefits of learning during the natural flow of work, encouraging a wide range of innovative methods.

Who Should Listen to Driving Performance Through Learning?

  • Learning and development professionals expanding their horizons
  • Managers who want to understand L&D better
  • Workers who love learning new professional skills

About the Author: Andy Lancaster

Andy Lancaster has more than 30 years of experience working in learning and organizational development. He currently works for the Chartered Institute for Personnel and Development, and in 2018 he was listed as science learning platform Tyto’s leading UK influence in education technology.

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