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Job-specific curriculum = 1 size fits all

In this quadrant, a development program is assigned to an individual regardless of their skill or experience. That is, one size fits all. The certification program example does not refer to a technical certification required to hold the position (e.g., electrician, engineer, nurse), rather it refers to a company’s internally developed certification program, such as a Supply Chain Manager, Sales level 201, or a Pre-Sales Engineer. Often, it is executed in combination with manager nominations for available training slots.

Because no self-assessments are included, employees don’t know what skill gaps they have, and therefore have little buy-in or commitment to achievement of learning objectives. They don’t perceive learning objectives as skills linked to company strategy. As a result, there may be little ability to document the impact of development activities on results or behavior. And there is little ability for a manager to connect a skill gap to the learning event, reinforcing learning. Therefore, at the conclusion of a development activity, a manager can only ask, “How was the activity?”

You may be in this quadrant if:

  • Employee satisfaction surveys related to development opportunities are low
  • Employee engagement surveys scores are low
  • Employee exit interviews frequently cite lack of development opportunities
  • Employees view training events as an obligation or a vacation rather than an opportunity for improvement
  • Managers do not support development activities in general
  • You miss targets and don’t know why
  • You have too few high performers
  • You have best practices you cannot easily share and expectations are not well documented

Understanding the 4 stages of personalized learning