Going beyond competencies: An exploratory study in defining exemplary workplace learning and performance practitioners

Abstract

G ilbert (1978), in his book Human Competence, discussed the notion of performance improvement potential (PIP) and noted a big difference between the productivity of individual performers. A trend in recent years was to focus attention on developing and hiring best-in-class performers, who are called exemplars, rather than training or hiring merely qualified performers (Dubois & Rothwell, 2004). The research presented here offers insight into the identification of these behaviors and characteristics that may support exemplary performance in workplace learning and performance (WLP). The Study PurposeIn 2004, the American Society for Training and Development (ASTD, 2004b) published Mapping the Future, its newest competency study, which was commissioned to update and develop the new WLP competencies. This guide offers practitioners a foundational competency model used for recruiting, hiring, developing, and appraising WLP staff. This competency study, while crucial to professionalizing the field, left two questions unanswered: What are the differences between exemplary and typical WLP performers? and What are the established performance standards used to judge or determine performance?These questions are vital whenlooking atthe future of the WLP profession.

Personality Traits and Career Satisfaction in Training and Development Occupations: Toward a Distinctive T&D Personality Profile

“…Empathy clearly aligns with T&D competencies involving interpersonal relationships, particularly leadership, service delivery, and teamwork. Empathy was also a common feature of behaviors demonstrated by exemplary performers in T&D work (Smith, ).…”

“…Empathy shares content with T&D competencies demanding high proficiency and central to many T&D tasks as well as pervasive in interactions with a variety of T&D counterparts (Arnesen et al, ). One study suggested that empathy may be central to exemplary T&D performance (Smith, ).…”

“…Calls for T&D to integrate within the larger organization call for competencies involving teamwork with human resource (HR) functions like selection, performance measurement, career planning, and HR management (Salas et al, ). Integrated talent management and fast‐evolving learning technologies call for competency in fostering new learning (Arnesen et al, ), as well as political prudence and leadership savvy (Smith, ).…”

“…HUMAN RESOURCE DEVELOPMENT QUARTERLY • DOI: 10.1002/hrdq performance measurement, career planning, and HR management (Salas et al, 2012 ). Integrated talent management and fast-evolving learning technologies call for competency in fostering new learning (Arnesen et al, 2013 ), as well as political prudence and leadership savvy (Smith, 2009 ).…”

Efficacy of a template creation approach for performance improvement

“…With regard to skill training, the P-T approach is aimed to an extent at creating practitioner skills representative of exemplary performers in areas such as entrepreneurial and visionary planning identified by Smith (2009).…”