Performance Matters - Learning and Performance - 16

4. CONSISTENT
COMMUNICATION
5. PLANS &
BASELINES
Staying engaged with the team helps keep things
moving. Asynchronous communication tools are great
for keeping the right people connected with each other
at times that are most convenient to them. It allows
for quicker and more direct solutions to problems that
may otherwise see a lot of churn through email.
However, sometimes the fastest way to solve an
issue is through a live (synchronous) conversation.
We recommend regular check-ins with the team as
well as ongoing communication to ensure nothing
gets left on the shelf and everything keeps moving.
Key team communication tactics to consider:
* Daily team huddles for production planning to
identify blockers and confirm timelines
* Ongoing, direct communication and connection
between stakeholders (bonus points if this is run
through your team collaboration site)
* Weekly team huddles to review the corrective
action log
* Weekly leadership review of high-level project status
Also, communicate with your business functions to plan
for upcoming learning and performance needs. Set up a
cadence to plan for upcoming needs: create a yearly
plan and refine quarterly or choose a cadence that works
for your team and the business.
Make this non-negotiable: every project has a clear
project plan with baseline delivery dates to be shared
and communicated with stakeholders.
This allows your team to flag potential issues before it's
too late. When deliverables are falling behind, a clear
project plan guides the entire team in holding the right
conversations at the right time to ensure a successful
outcome. Armed with baseline delivery dates, your team
will be able to decide whether changes to the plan need
to be made-and when.
Here are some examples of this in action:
* Shifting the workflow to accommodate the
development of digital learning assets when
issues earlier on result in the overall process
running behind
* Adjusting priorities if work is ahead of schedule
to give the team room to focus on items with
more pressing deadlines
* Continually revisiting the project plan and delivery
dates through iterations and development
6. PLANNING
& SCOPING
Juggling great curriculum design with the inundation
of requests across the business is an astronomical
task. Support your team with a process or template
document for incoming requests to help your team
gather requirements.
Your team can populate the information when meeting
with your business functions; for long-term or strategic
efforts, have stakeholders draft it to the best of their
ability and set up time to review together and discuss
to dig deeper. This allows for an open conversation
about the learning need and whether learning will solve
the problem! Leveraging tools such as a Degree of
Difficulty, Criticality, and Frequency matrix can also
inform the conversation.
Some topics to consider:
* Summary of the problem that needs to be solved
(current vs. future state)
* Audience (roles, functions, pains, goals, jobs
to be done)
* Objectives, outcomes, or critical success factors
* Systems, processes, or procedures
* Target date or deadline
* Business constraints/risks
* Metrics (business and performance)
* Budget (if applicable)
Performance Matters - Learning and Performance

Table of Contents for the Digital Edition of Performance Matters - Learning and Performance
