The Smarter People Blog

Human Capital Analtyics thoughts, views and opinion, from SPP thought leadership and industry experts.

ALL MODELS ARE WRONG!

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In 1976 a statistician, George Box, stated “All models are wrong, but some are useful."

So, what does this mean? It means that a model is only a representation or simplification of reality. If it were reality, it would be reality and not a model. The amount of model “wrongness” is a matter of degree. The real question is, how wrong do they have to be to not be useful. Put another way, how well does the model reflect reality? For some models we may never really know how closely they reflect reality, and for some we have a pretty darn good idea. For instance, remember when the Google map cartographers had it all wrong and the Google map app kept sending people in the wrong direction? Those models were so wrong they weren’t useful.

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L&D Evaluation Belief #4: We can’t understand the why behind the results

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This post is part of a series on beliefs about social experimentation; if you missed the first post, start at the beginning of the series here.

Belief 4:

Evaluation findings are of little value because the “black box” just reveals that an intervention is effective or not, but nothing about why.

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L&D Evaluation Belief #3: Social experiments lack external validity

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This post is part of a series on beliefs about social experimentation; if you missed the first post, start at the beginning of the series here.

Belief 3:
Social experiments sacrifice external validity (i.e., outside the study; findings can be generalized to other interventions and settings) for internal validity (i.e., inside the study, ensuring the evaluation/research is robust and executed correctly).

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Will Uberization and a Gig Economy Drive to 5-Minute L&D Valuations?

As we move to a more Uberized economy, what will this mean for your company? Will Uberization drive the gig economy? Will all of the work be parsed out in gigs?

 

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PEOPLE SUPPORT WHAT THEY HELP CREATE—3 STEPS

In the 1950s, Richard Beckhard coined the term organizational development. One of his six assumptions about the nature of organizations is that people will support what they help create.

 

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Who Determines Whether You Offer Good Service?

People often study a subject until they can get 100% right on a test of their understanding of the subject. While this is a sensible approach, it turns out that about 10% of the correct answers are comprised of guesswork, short-term memory, and information not fully learned.

 

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Measurement and Analytics: The scary monster under your bed

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The subject of data brings me to the topic that I know makes many of you cringe. It’s ok. You aren’t alone, and you don’t need a mathematics background to overcome your hesitations. First, here are the most common reasons I’ve heard from L&D leaders about why they avoid measurement and evaluation.

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Introducing L&D’s Guide to Winning

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By Stacey Boyle, PhD, and Diana Thomas, MBA

Have you been instructed to be more strategic? Is leadership asking you to show results of learning investments? Are you struggling to build a chain of evidence that shows learning’s impact?

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Is this the right time to revolutionize your L&D?

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There are a number of reasons why it’s time to build your winning L&D organization, but perhaps the biggest is the growing expectation that L&D is a strategic partner to the business. That’s right: it’s expected of you. If it isn’t, if will be. If no one has told you to be more strategic and people in your organization think that a tactical L&D is ideal, you have the biggest opportunity of all. You can do things your way, with the opportunity to build a strategic partnership from scratch. By being proactive, you set the rules of engagement.

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Who’s At the Table? Apparently Not L&D!

Who’s At the Table? Apparently Not L&D!

In PwC’s article – Who’s at the table? The C-suite and 20 years of change, there is no specific mention of a Chief Human Resources Officer (CHRO), Chief Talent Development Officer (CTDO), or Chief Learning Officer (CLO) “at the table” in the past, present and future. We all know that HR in some form is usually “at the table,” but, as usual, Learning & Development is not even in the equation. Maybe in the future when the CEO orchestrates an ecosystem of expert leaders, L&D will finally be recognized for the value we bring. The reason I find the list of “usual suspects” interesting is because the 2014 and 2016 CEO surveys revealed that skilled & competent talent are a CLO strategic need to drive innovation and to create the competitive edge. If competent talent is such a need why isn’t L&D at the table?

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People, Please Align Your Measurement Strategy

People, Please Align Your Measurement Strategy

Each year I am asked to judge learning and development (L&D) awards. For several years, I have judged the Brandon Hall Awards and CLO magazine’s LearningElite benchmarking awards. I often consult with organizations to help them draft their L&D application for submission. Yes, I even encourage my clients to submit our joint projects for awards and benchmarking too. Not only for recognition sake, but I see it as a responsibility to give back to field of L&D. We all need to learn from each other in a reciprocal manner.

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