Training Industry Magazine - Spring 2014 - (Page 11)
NETWORK
PERFORMANCE:
THE POWER OF
SOCIAL LEARNING AND
BEHAVIOR
There is little doubt that social behaviors and
social learning impact performance. And,
organizations need to be aware of this and
respond accordingly.
Two years ago, the well-respected analyst
firm Bersin by Deloitte published its findings
on the impact of informal and social learning
on talent development. Bersin reported
that organizations with strong informal
learning capabilities, including the adoption
and use of social learning tools, are 300
percent more likely to excel at global talent
development than organizations without
those competencies.
This Bersin report is just one of an increasing
number of surveys and empirical research
studies that suggest social learning has a clear,
positive and significant impact on individual,
team and organizational performance.
NETWORK
PERFORMANCE IS ALL
ABOUT COLLABORATION
AND COOPERATION.
NETWORK PERFORMANCE
There is also a growing awareness that
people who exploit social media and use
social means for their development are more
likely to excel in the workplace than those
who don't. The Corporate Executive Board's
2013 study, "Building High-Performance
Capability for the New Work Environment,"
found that network performance is becoming
increasingly important. The board describes
network performance as the ability to not
only perform well at individual tasks but
also build and exploit relationships that help
achieve objectives.
Network performance is
collaboration and cooperation.
all
about
Around 50 percent of the people surveyed
in the Corporate Executive Board's study
reported an increase in the work they do with
co-workers in other locations as well as an
increase in the number of people involved in
making decisions.
This is clearly a general trend. More and more
knowledge workers are required to deal
with complexity and ambiguity as much of
the repetitive transactional work is being
delegated to technology. And, the importance
of building and maintaining robust social
networks is becoming increasingly important.
ENTERPRISE CONTRIBUTORS
The board's study also found that although
57 percent of employees performed well
at individual tasks, only 17 percent were
high network performers or "enterprise
contributors." Globally, the figure was 17
percent. Yet, these network performer skills
are critical for organizational performance.
These are the people who drive innovation
and provide the "glue" across and beyond
organizational boundaries that is so important
in our increasingly connected workplaces.
SKILLS AND CAPABILITIES FOR
NETWORK PERFORMANCE
The skills and capabilities needed for leaders,
managers and workers to become high
network performers and effectively exploit
the social world, include:
* Effective teamwork: The ability to work
well in distributed teams across time
zones and cultures.
T R A I N I N G I N DUSTR Y MA GAZ INE - SPRING20 1 4 I WWW.TRAINI NGINDU S T RY . C OM/ MAGAZ I NE
- CH AR L E S J E NNING S
PERFORMANCE AND PRODUCTIVITY
* Organizational awareness: The ability
to navigate a range of organizational
structures to achieve outcomes.
* Self-awareness: The ability to understand
your own personality strengths and to
utilize them effectively when working with
others.
* Systems thinking: The ability to apply
logical analysis to understand complex
processes and systems.
* Collaboration and cooperation: The
ability not only to work collaboratively in
teams focused on specific outcomes, but
also to work cooperatively.
* Connected leadership: The ability to lead
and manage others in the new connected
workplace environment.
* Personal knowledge management: The
ability to make sense of, and continually
learn from, the constant stream of
information encountered from social
channels.
NETWORK AND SOCIAL MINDSETS
These capabilities don't exist in isolation. We
all need to focus on building, and helping
others build, social mindsets. We need to
remember that it's a mindset issue more than
a skills issue.
Jane Hart, an expert in the area of social
learning, makes this point very clearly, "It's
not just adding social media to instructional
programs. Learning in today's networked
workplace is about learning with and from
one another as we face new challenges. We
can't learn to be 'social' by being taught about
it. We have to 'live' social."
Charles Jennings is a director of the 702010
Forum, Duntroon Associates and the Internet
Time Alliance. Email Charles.
11
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Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2014
From Where I Sit
Table of Contents
Contents
Guest Editor: Do You Feel Lucky?
Network Performance: The Power of Social Learning and Behavior
Meaningful Work: Not Just for Millennials
Four Levels of Engagement
What L&D Professionals Need to Know about Gamification
Enhancing Learning with Social Media
Gamification in Sales Training: Seven Critical Considerations Before the Games Begin
Let the Disruption Begin: Social Media and the Great Expansion of Enterprise Learning
Learning Made Fun: Gadgets, Games and a Safe Place to Explore
How Silicon Valley Inspired an Era of Social Learning
How Games Drive Learning
Roll the Dice: Learning with Board Games
Casebook: BAE Systems: Speeding the Business of Learning through Collaboration and Knowledge Management
Salespeople, Coaching and Gamification
Three Ways to Make Learning More Engaging
Stop Creating Dysfunctional Relationships with Employees
What's Online
Company News
Training Industry Magazine - Spring 2014
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