“Corporate learning has the ultimate responsibility to facilitate the conditions and resources for thriving performance.” Alexander Salas

ERP Effective Organizational LearningThe value of Learning and Development (L&D) and Human Performance Technology  (HPT)*  plays a significant role in the context of ERP organizational change. There is a plethora of literature that emphasizes the value of effective learning not only in ERP organizational change but organizational change in general. But while learning and development have a significant place in ERP organizational change, not all corporate learning and training programs are created equal. Are they?

(*”Human Performance Technology – An integrated systems approach to improving human performance”.  Taken from HPT Treasures: “This definition of HPT was created by Jeanne Farrington and Richard E. Clark, during a multi-year ISPI Presidential Task Force to “Clarify HPT” that completed its initial work in 2004.”)

Scott and Vessey (2018) wrote in their article “Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure” that “In this paper, we focus on how organizational learning relates to success and failure of ERP implementations. Organizational learning is often associated with organizational improvement and development and thus implicitly and indirectly with success (Fiol and Lyles, 1985; Huber, 1991; Nonaka, 1994; Stein and Zwass, 1995).”

Organizational learning is not just an idea that needs to be advocated through organizational culture. Organizational learning also means that individual stakeholders benefit from appropriate and efficient learning that is then effectively transferred to the workplace. Effective organizational learning also implies a learning approach that is based on evidence-based learning theories and principles.

As Clark and Estes stated in their book, “Turning Research Into Results: A Guide to Selecting the Right Performance Solutions” is that organizations benefit from “adopting the results of solid performance research and turn it into practical, and cost-beneficial performance results for your organization.”  The fact is, as also stated in their book, “research evidence dramatically increases the chance that a performance improvement program will succeed”.

Organizational learning and the value placed on learning can be observed by reviewing the ERP organizational change project plans. Additionally, effective training implies and includes effective evaluation. Evidence-based concepts, principles, and techniques are important to notice and apply.  Humans tend to learn the best in certain ways. As noted by Elaine Biech in “Kirkpatrick’s Four Levels of Training Evaluation”, “they truly understand that evaluation is not just about analytics and metrics. It is more about the human spirit behind the measures and the need for a consistent human interface along the way.”   This is precisely why Learning and Development (L&D) and Human Performance Technology  (HPT) principles grounded in research is powerful and effective. Promoting the way humans learn and effective measurement results in improved organizational learning which in-turn promotes ERP organizational change success.

Please join us on our podcast series “The ERP Organizational Change Journal” as we explore and discuss key HPT and L&D practice with leading experts in the field. https://nestellassociates.com/podcast-home/

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Great Resources:

Clark, R. E. and F. Estes (2008). Turning research into results: A guide to selecting the right performance solutions, Information Age Pub Incorporated.

HPT Treasures: https://hpttreasures.wordpress.com/

Scott and Vessey (2018). “Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure”

StyleLearn: https://stylelearn.com/

Kirkpatrick, J. D. and W. Kirkpatrick (2016). “Evaluation blunders and missteps to avoid.” Training and Development, November: 36-40.

Kirkpatrick, J. D., & Kirkpatrick, W. K. (2016). Kirkpatrick’s four levels of training evaluation. Association for Talent Development.