Training Industry Magazine - January/February 2018 - 34
A development map may use different
types of development events to achieve
a performance outcome (e.g., informal
learning, on-the-job training, formal
instruction, or resources).
Well-designed development maps
clearly anchor the developmental
experience to performance and connect
various knowledge and skill topics to
job performance. Development maps
answer the question, "When will I use
what I'm learning?"
The first step to creating a development
map is to effectively uncover and
organize the performance outcomes to
be achieved (from there you can define
the development events needed to
achieve those outcomes). For example,
if an employee's role requires them to
troubleshoot, there may be multiple
levels of performance to be achieved
over some period of time.
Performance outcomes may differ
in terms of the number of stages
needed to achieve the required level
of performance. In most roles, one
performance outcome is often a building
block to more advanced performance
downstream. Figure 1 provides a
conceptual view of a development
map for a management role.
As employees move left-to-right across
the development map, they encounter
a variety of development experiences
and assessment milestones.
If the work hasn't been done to
organize the developmental journey,
employees are left on their own to sort
out how to use multiple training paths,
lists, or checklists to navigate their
way through onboarding, compliance
training, soft skills training, technical
skills training, etc. It can be difficult
to fit all the pieces together - taking
more time than is necessary, negatively
impacting employee engagement
and satisfaction.
While development maps provide
structure, they should allow for
flexibility
where
warranted.
In
the example provided in Figure 1,
| 34
Figure 1.
DEVELOPMENT MAP WITH MULTIPLE STAGES
STAGE 1
Entry-level
STAGE 2
Proficient in Role
STAGE 3
Advanced in Role
Managing
Work Track
To Next
Leadership
Role
Managing
People Track
Managing
Results Track
Off-Ramp to Parallel
Leadership Roles
KEY
Performance
Outcome
Assessment
Milestone
most employees would follow the
progression from one performance
outcome to the next - completing all
the development events indicated.
However, using performance-based
assessments can allow the learner to
skip certain developmental events or
jump past a performance outcome.
While Figure 1 provides a very simplified
example, a development map is often
graphical, making it a user-friendly
tool that shows an entire development
journey on a single page. Much like a
blueprint for a home lays out the home's
structure, but doesn't show the interior
design of each room, a development
map shows the overarching structure
of the development journey, but
doesn't include all the instructional
design details.
A development map shows relationships
among development events using
proximity, lines and arrows to display
sequence
and
dependencies
or
connections among events.
BUSINESS ALIGNMENT
For a development map to work
effectively, particularly for business
leaders, it should align with business
goals. When business leaders can trace
the connection between their goals
(both short- and long-term) and the
performance outcomes depicted on
the development map, it gives them
confidence and bolsters their support
of the training and the L&D function.
Establishing clearly defined performance
outcomes and timelines is the important
link back to the business goals.
When creating development maps,
it is necessary to work with business
stakeholders and top performers in the
role to capture and understand:
* Performance dimensions
* Performance outcomes
* Work outcomes
* Processes and tasks
Table of Contents for the Digital Edition of Training Industry Magazine - January/February 2018
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