Training Industry Magazine - January/February 2018 - 47

When creating a learner/performercentric curriculum, start with the
top performers and the performer's
outcomes, but always keep sight of the
structure of the competency model
and identified competency gaps. In
the end, a successful curriculum will be
evidence-based and built on a
foundation of specific, descriptive,
learner-centricity and a clear description
of what good looks like from the
relevant performers.

MODERN LEARNING
EXPERIENCES USING
OUTCOMES ARE
FOCUSED WITH THE
LEARNER IN MIND.
The following are key best practices
to consider:
* As a learning professional, take
time to learn as much as possible
about the competency framework/
model and the diagnostic tools and
research that backs it.
* Leverage insights from the competency
framework and diagnostics as potential
inputs into the learner journey, a
reflection on key competencies and
potential areas to focus.
* Ensure your modern learning
experiences further defines role
excellence by focusing on job-relevant
accomplishments and create relevant
scenarios/performance narratives.
* Throughout the experience, create
learner-centric bridges from general
competency descriptions to very

specific job accomplishments within
a particular role.
* Where applicable, provide guidance
for the learners on how to use the
competency model in supporting their
own development.
* Create/curate additional resources
to support learner remediation or
stretch goals.
* Provide clear mapping and coaching
guidelines for managers to support
continuous growth.
* Provide practice and feedback systems
that deliver learners with targeted
insight into their own development.

Conclusion
Competency models play a critical role
in supporting the design of modern
learning experiences but should not
be the only framework in guiding the
design of the learning solution. Because
competency maps lack detail about
performance outcomes and tasks for
a particular role, they can miss the
mark for developing relevant learning
experiences. A performance-centric
focus on outcomes is necessary to meet
specific learner needs.
The key is realizing that competency
maps can add value to augment the
modern learning experience, and
an analysis around specific targeted
performance is critical to create the most
relevant modern learning experience.
If HR and L&D teams can collaborate
together, rather than argue, the learner
will value from a research-based and
role-relevant learning journey that
is designed to create measurable
business results.

KEY CONCEPTS
* COMPETENCE: Ability of an individual
to perform his or her role in a proper manner
or being adequately qualified to perform a
specific role - typically anchors to the basic
requirements.
* COMPETENCY: Description of the requisite
knowledge, skills and abilities to effectively
perform a job role - typically anchors to
performance excellence.
* COMPETENCY MAP/MODEL: An off-theshelf model often based on an analysis of
quantitative, qualitative and market-based
data across organizations and industries.
Many frameworks are modular in nature and
are comprised of 35-50 competencies, which
can be grouped and/or clustered.
* COMPETENCY DIAGNOSTIC: An associated
employee diagnostic administered to
employees in the covered roles/functions. In
more rigorous competency maps/frameworks,
they can identify the competencies most
linked to success for the role/function.
* PERFORMANCE/OUTCOME: The
accomplishment of a certain task measured
against known standards of completeness
(e.g., accuracy, cost or speed).
* PERFORMANCE OUTPUT: The observable
deliverables or asset(s) created during the
accomplishment of a certain task.
* SECRET SAUCE: Very specific actions or
tasks that a top performer does to achieve
success. This may or may not be consciously
understood by the top performer,
but is critical.
* LEARNER JOURNEY: An experience map
that begins with the learner/performer's
perspective, focuses on key performance
points, incorporates a range of moments of
learning need, and a range of social learning
roles to meet the needs.

Matt Donovan is the vice president of
GP Strategies Learning Solutions Group,
where he leads global learning design,
development and delivery organization for
Fortune 500 companies. Email Matt.

T R A I N I N G I N DUSTR Y MA GAZ INE - ADAPTING LEARNING 2018 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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