L&D's Call to Action

 This blog is excerpted from the Performance Matters Podcast episode where Bob Mosher and Brandon Carson, Vice President of Learning and Leadership for Walmart, sat down to discuss L&D’s current responsibility in today’s world of work.

Bob Mosher (BM): Today, we are hosting yet another experience matters podcast, our most popular series, and I am honored to have a longtime friend, hero of mine, and a remarkable learning leader in our industry—Brandon Carson, vice president of learning and leadership at Walmart, join us today.

Brandon Carson (BC): Thank you, Bob. It's great to be here. Thanks for having me.

BM: Of course, and I know this will be a well listened to podcast, my friend. I don't do the bio thing, but it does helps us tell the story. So, tell us a bit about your journey in learning how you've arrived at this remarkable new role.

BC: It has been a long, strange trip. It is for all of us. I'm now a quarter century into my L&D career, and every moment has been rewarding. I fell into this accidentally. But it's been a blast, primarily just because it's about building capability. I transitioned from designing college textbooks, to interactive media, which then got me into corporate training, because we put together some, what we called interactive CD ROMs, for the books that I was helping to design.

And that's when I got the box that was on the shelf. I got the authorware box. And we worked together to build this whole CD ROM supplement for one of our top selling biology books. He built all the animations and I built the structure.

But I did get to the point where I realized I didn’t really have a programming mind. And I truly believe what Bill Gates said once about programming. He said, “either you have it, or you don't, there's not a lot of gray area there.” So, I then began to focus more on instructional design and then over time, took on more responsibility and eventually moved into learning leadership.

But I've been fortunate to really work with some great committed teams and companies over the years. I've learned so much on this journey. So, if you're lucky to have meaningful work, you've hit the jackpot. And I feel like I've won that jackpot many times over.

BM: Remarkable and I love the pivot and meaningful work. That leads me to my next question. I've seen you do many things. You just released the L&D playbook for the digital age. You are a digital advocate. You're digitally literate and you have a wonderful learning mind. And, obviously technology has, and should, play a remarkable role in L&D. But what inspired you to take on that project? And what were your learnings for our listeners?

BC: The main reason I wrote the book really comes from my feeling that our practice, the practice of corporate learning and development, we're at an inflection point. I think, and for over half a century, we've been stewards of performance. And for more than half a century, we have developed the systems, the infrastructure that's necessary to operationalize what John Hagel refers to as “scalable efficiency”. I really stress to your listeners that they look up “John Hagel, scalable efficiency”, it's a great video.

But it’s the optimization of human performance within the constraints of a replicable work system in a scalable efficiency work model that catapulted us into unheard of prosperity, and it lifted so many of us in the new economic categories.

But, as we transitioned from the industrial age to this age, the information/digital age, we have been behind the curve in evolving our work environments and our labor models. And now with the digital age, taking us into this rapid acceleration, we've seen an increase. It's amazing the speed and complexity, that we've all been going through, especially over the last couple of years.

And so fundamentally, how work gets done, has changed, and is changing so quickly. That scalable efficiency work model shows its vulnerabilities and a lot of us are seeing that over this last year and a half with these.

It’s what I like to call the great reassessment.

Some people are saying that the great resignation has people starting to reevaluate what they want from work and their labor, right? So, this is bringing more pressure to the business and the workforce.

So, L&D needs a call to action. We need to re-scope, we need to restructure, and we need to reposition and fundamentally rethink our operating model. We need to be the catalyst in this new age of work to help create that capability that we now need.

So not to sound too dramatic about it. But I hope that the book could spark a conversation within our practice about what our new opportunity is, and our new responsibility.

Candidly, I started this book before COVID. I started writing it right as COVID unleashed. And I remember Justin, my publisher, pinged me and he's like, “You want to weave in, you know, the pandemic and its impact?” And I'm like, “Sure, but it's unfolding in real time”.

So, it took a couple of months of just writing, but I was able to weave in some of what we're all looking at, L&D is all of a sudden becoming more visible, we're on center stage now because so many functions within the companies, including the CEO and C-suite folks, have come to us with heightened expectations. So that's the genesis of the book, and it's a little contrarian because it's asking those in our practice to rethink everything we're doing in our operating model.

BM: It’s definitely been a wakeup call, a remarkable opportunity, but a wakeup call. So, if I may focus a bit more on these times we’re living in, what do you think are the challenges and opportunities that L&D faces right now?

BC: Yeah, we have quite a few challenges. But candidly, we also have some great opportunities.

We've shown over the last year that we can indeed pivot our practices to lead through crisis. I mean, I was at an airline when this unfolded, and I wouldn't recommend that to anyone, for some odd reason, during a pandemic, people don't want to get in a metal tube really close together for some strange reason. But that was a year of leading through crisis, you know, and we had to pivot to focus more on ensuring business continuity.

And we at the airline, we had a heightened visibility just like you're talking about because we had to ensure that business continuity, we were an essential service to the nation, right? And none of us had a playbook for this pandemic, but as I've talked to colleagues across many industries, I've repeatedly heard stories about how L&D kicked in to provide programs, resources, and tools to keep the workforce going and keep the customer safe. We rapidly transition to training modalities. I mean, all of us were doing virtual overnight, practically. And we do a lot of on-the-job training in the airline. And so that was a challenge. How do we position that because we couldn't be close together. So, I would say in February 2020, not one CEO was thinking that they’d have an entirely distributed work team, and in 30 days, almost every company was figuring out how to work in a distributed manner, but also how to empower the workforce to work differently.

It's an amazing representation of people coming together and leveraging technology and new processes to keep the world operating. I mean, that's really what happened. And L&D was a key component in that.

But as we move forward, we now face a complete rethinking of work itself. And we're kind of in the middle of this conversation. After almost two years of new ways of working people are questioning and feeling empowered to engage in conversations about how they want to work moving forward. And so, I like to call this the great reassessment because we're pausing and reflecting on work and everyone's having these conversations, with HR and L&D being the catalyst.

And so, in a lot of ways, it's going to end up being the great reawakening as well. We’ll look back and say, “We had a once in a century global pandemic, you know, at least we hope so, it interrupted our value systems, it interrupted our work models and, we were great because we showed what humanity is able to do.”

BM: This is this is a brave new world for us.

Listen to the full episode for more from Brandon around the 5 Moments of Need framework and how it integrates and aligns with his book and L&D’s current call to action.

Subscribe to The Performance Matters Podcast to stay up-to-date on all the latest conversations and guests in The 5 Moments space.

You may also download our latest eBook for free here.

Copyright © 2022 by APPLY Synergies, LLC 

All Rights Reserved. 

The 5 Fundamentals of Workflow Learning

This blog is excerpted from the Performance Matters Podcast episode where Bob and co-host, Conrad Gottfredson, discuss the five principles of workflow learning that they feel allows this approach to stand apart from the training-first mindset and methodology.  

Bob Mosher (BM): Welcome back to yet another Performance Matters podcast episode. Today, I am honored to be joined by co-host, Dr. Con Gottfredson to pull out the five fundamental discussion areas, principles, and themes that distinguish workflow learning.

These can be used for when you're standing in front of those you serve and say, “Look, we really should shift to the Five Moments of Need approach, or workflow learning, as a way in which we fundamentally design and work here.”

This is the list you can pull out to separate what you want to do—from the training-first mindset.

Con Gottfredson (CG): Yes, these principles also inform how we look at technology to support workflow learning; they inform everything that we do with workflow learning.

Bob Mosher (BM): Absolutely. So, let's start at what is probably the most fundamental difference, and that is the mindset shift; it really impacts the focus of our deliverables. We talk about a performance-first mindset, Con, you are the man, do you want to give us a quick overview?

CG: When I entered the real world of work out of graduate school, I had a training mindset, it was all about building a training solution, but what I found in the real world was that it was all about performance. At that time, I read a book that influenced me, it was all about analyzing performance problems and it triggered this idea that, you know, we ought to be thinking about performance. Because ultimately, Bob, at the end of the day, if people can't perform in the workplace, what have we done? I mean, what has our solution brought? And how is it contributed to the organization?

BM: Exactly. So, the 5 Moments of Need, give them to us.

CG: Well, there's the moment of apply, that's the big moment. And then within apply, there's the moment of change and the moment of solve, which are very unique at the moment of apply and require some unique treatment. And then there's the moment of learning new, which we have always worked with, and the moment of learning more. And there's a difference between those two, learning more is when I have a lot of contextual experience so I can move to learning more and more quickly with the help of performance support. Most L&D folks start with the learn new and learn more side of things, rather than the moment of apply and then cascade that to the level of change and solve.

BM: And by starting with learn new and more, that gives us that training mindset and predisposes us to a training deliverable.

CG: You know, at one point in my transition from a learning mindset to a performance mindset, I asked an important question, “Training and instruction is a means to what end? What is it that I do? What do I deliver to the organization?” And if it's not effective performance in the flow of work, which requires knowledge, certainly, but that knowledge has to be acted upon for organizations to be able to do their job. Then what are we doing?

BM: Expertly said, and we hear this all the time, "I'm sick of being an order taker. I wish I was seen more strategically in the organization; I wish I could get a seat at the table." Well, here's the thing, if you're an order taker, what's on your menu? If people only know you for training then they are going to walk in your office and say, “I want five days of training on leadership.” They're not going to walk in your offices and say, "We have a leadership issue and I want to talk to you as a partner about how we better enable leaders in this company. And then from there, we'll figure out the deliverable.”

This is the fundamental shift to performance-first and being seen as a performance-first enabling organization versus acting, or seeming like, a service organization that delivers a product called training.

CG: I once introduced myself as a performance engineer. I was tired of being viewed as a trainer.

Just think what would happen if the leadership of an organization looked to us to help them solve the challenges of effective performance in the flow of work?

BM: Well, that takes us to our second principle, we have to analyze something very different, we have to start at the moment of apply, not new and more.

And to understand apply, you have to do this remarkable thing, that transformed my design, called rapid workflow analysis. Here is where we understand what the true workflow of a leader, a manager, a frontline worker, etc. is and does. This analysis does a remarkable thing for organizations, it makes the workflow transparent. Let's talk a little bit more about that.

CG: Well, many years ago, I was involved in some major organizational transformations. And I participated in these work process redesigns. What I found was that the methodology didn't take, it didn’t move down to the tactical level of work. They were mapping workflow processes at such a high-level and really were blind to the tactical work they were doing.

Many leaders are blind, they are really blind to that work. And the minute that we open that up, and really identify what they do, it's this awakening, right? They go, "Yeah, that is what I do!" and we're able to have conversations around, “Should you really be doing that?”

And as you’ll recall, we've had many of those moments where a leader will respond to that a-ha moment with, "I don't want you doing that, I want you to be doing this." Well, how do you do that if you can't see the workflow for what it truly is?

And maybe even more importantly, when the learner finishes a training course they have to be able to then step into their work. And if that training isn't aligned to the workflow, then it's going to be tough to make that transition.

BM: Notice in these first two principles Con, we still haven't discussed a deliverable. We're still trying to figure that out. And we're not using the words “course”, “trainer”, or even “digital coach” at this point, because we just don't know.

Now, principle number three, there has always been this journey called train, transfer, sustain. But what this shift to workflow learning design through the five moments does, is it dramatically shifts that journey. So, let's step back and review the original journey. Do you want to walk us through those three stages and how they historically have been treated?

CG: Yeah, well, we do the train thing well. I mean, that's where we spend our time, in the training, and then we say, “Thank you for coming and thank you for the scores on this evaluation.” The learner then leaves that rich training experience and must figure out, “How do I apply this to my work?” That's called transfer. How do I take this and move this into my own world?

So, they most likely will fight their way through, and figure it out, because they’ve got to perform, right? And then once they get there, they have to sustain it in a world that changes and is always changing.

So, with the old model, we just throw them over the fence. We kiss him goodbye, and thank them for coming and, and then they move into the real world unprepared to transfer and manage the sustainment of that on their own with little to no formal guidance.

BM: So, what we've learned Con is that no matter what design approach you apply, including the five moments workflow learning design, those three stages of the journey are always there.

But when you focus on performance-first, we find three remarkable things happen over and over and over. Training, on average, is reduced by half. If you shift to an apply first design approach you don't have to train everything; it's not the responsibility of the trainer to wake up every day and feel the burden of having to teach everything. So, on average, we see training reduced by half.

The more important thing is that we're in the business of competency, like you said earlier, if in the end, people can't perform better, we have not done our job. In the performance-first design we see time to competency reduced on average by half because it is an enablement model. It is a journey of transfer and sustain, not a “dump model” which is what the training-first mindset tends to be.

CG: Yeah.

I had heart surgery a couple of years ago. And my first question to that heart surgeon was, how much experience have you and the team had, and how successful has that experience been? I wasn't interested in his training; I wanted to know how competent the team was.

And that time to competency is what is really important for all organizations.

Listen to the full episode for the remaining two fundamental principles of workflow learning in the 5 Moments of Need, and subscribe to The Performance Matters Podcast to stay up-to-date on all the latest conversations and guests in The 5 Moments space.

You may also download our latest eBook for free here.

Copyright © 2022 by APPLY Synergies, LLC 

All Rights Reserved. 

Vocabulary Matters

This blog is excerpted from the Performance Matters Podcast. In this episode Bob and co-host, Conrad Gottfredson, sit down to discuss words. Particularly they talk “workflow learning” and “the 5 moments of need” and how these fit together into the larger performance-first picture. Listen to the full episode for definitions on targeted training and the EnABLE methodology.

Bob Mosher (BM): Welcome back to another Performance Matters podcast Bob Mosher here. And once again, I'm honored to be joined by my dear friend, colleague, mentor and hero in my life, Dr. Con Gottfredson. Con, how are you?

Con Gottfredson (CG): As always, it's great to be with you and to be able to discuss with the rest of the world some important thoughts.

BM: This episode is going to be categorized under the Methodology Matters series, because it's time for a stake in ground. In preparation for our ebook, which was released in July, we read our work from the past 10+ years and what we saw as our thinking evolve, as did the use of our vocabulary. The exciting part is that the word, or words, “workflow learning” are on the rise. It's becoming a global dialogue if you will. And of course, with those dialogues comes the blurring of words and the blurring of understanding.

So, we thought we would use this platform to take a step back and really break down some relationships and some confusion.

Let’s start with ourselves.

We were the performance support guys, Con, I don't know if you remember this back when we started this years and years ago. We even have a performance support community that we sponsor, but we were known as the PS, or the performance support guys. And we've kind of moved a bit beyond that, haven't we, in our thinking and understanding of that discipline?

CG: For sure, we stepped into performance support, because there was a gap. But it was important for us to also understand there's more than performance support when it comes to the 5 Moments of Need framework. And that’s what has always driven us, the 5 Moments of Need framework, we've just had to focus on areas where there were holes or gaps in our knowledge and understanding. And because we sometimes focused in on an area, it appeared that that was the only thing that was important to us; when in reality, the 5 Moments of Need and the entire world of Learning and Performance is important to us across those 5 Moments.

BM: Yeah, it's interesting, because that's where we saw the weakest muscle. I know it was mine when I came out of a training mindset. And I was migrating towards a performance first mindset.

So, let's talk about three labels to start this off: “the 5 Moments of Need”, “workflow learning”, and “performance support”, because those are at a high level independent but also, they stand self-reliant. Want to talk through those a little bit Con?

CG: Yes, let's do so.

The 5 Moments is a framework, it's always been a framework. It's a framework that was very helpful to me early on in my professional career. And we found that it's something that can help guide the range of what our view needs to be. And that's why we're not just performance support, performance support is certainly crucial at the moment of Apply, at the moment of Solve, and at the moment of Change, performance support is there. But it's not the only player that needs to be on the field. Certainly, our formal learning needs to be a part of that as well.

So, what I found, and what actually brought about the 5 Moments of Need, was that I was so focused in on learning New, and to some degree learning More, that I had lost sight of the moments of Apply, Solve and Change. And so, this is a framework to help us understand the scope of what we need to do. And then to help guide us as we've looked for the holes in our strategies, and how we go about ensuring that people perform effectively on the job and in ever-changing environments.

BM: And we have been very careful to emphasize that you design from the moment of Apply back, you don't get mired in that training first mentality, designing training, and then backfilling with a job aid or whatever you want to do.

Ok, let's move into “workflow learning”.

CG: Well, “workflow learning” is learning while working. And this is crucial distinction, because there are folks today who think that workflow learning is simply a micro-learning pushed into the workflow. And that's it. They believe if you can deliver a small e-learning module in the workflow, you then have workflow learning. But, it's learning as you actually do your work, that's at the heart of workflow learning, that's what it is.

And we found our way to this true workflow learning through the discipline of performance support. We look at the 5 Moments and we know, we have the moments of Apply, Solve and Change, and then Learn New and Learn More actually happen in the flow of work.

BM: So, workflow learning, let's dissect it. It is embedding learning and support in the workflow, while doing work. It's not available in an LMS, it literally is understanding and analyzing the workflow and embedding a tool, like performance support or an EPSS, in the workflow itself.

So, workflow learning is during those moments of apply, transfer, and sustain. And training is also still available. And, this can all be designed into performance support, or an EPSS.

So, we've got the 5 Moments of Need framework.

We've got workflow learning as a part of meeting three of those, but as you said, it can actually encompass all 5 of the Moments of Need.

And at the lower end of the food chain here, if you will, it's enabled through the design of performance support as a discipline and an EPSS as one of the potential tools.

CG: That's right. And, you know, Bob, leaners have always had, or done, workflow learning. It's just been haphazard. Because we haven't stepped into that arena, we've just left everything up to chance. But learners are remarkable, and they fight their way through it.  The problem is that it's inefficient, mistakes are made, and so forth. And so, what the discipline of performance support allows us to do, when we design it properly and deliver it with the right technologies, is to support that at their moment of need. Then we can be very systematic and intentional in supporting workflow learning in a more efficient and much more effective way.

Listen to the full episode for more vocabulary words explained by hosts Bob and Con.

Subscribe to The Performance Matters Podcast to stay up-to-date on all the latest conversations and guests in The 5 Moments space. You may also download our latest ebook for free here.

Copyright © 2022 by APPLY Synergies, LLC 

All Rights Reserved. 

A Global Look at Workflow Learning

This blog is excerpted from the Performance Matters Podcast. In this episode we welcome Alfred Remmits, CEO of Xprtise, who shares his international experiences of migrating organizations from training to performance.  

Bob Mosher (BM): Welcome back to another Performance Matters podcast, this is our Experience Matters podcastwhich is by far our most popular—and this time we have Alfred Remmits with us.  

Alfred, welcome! Great to have you here. 

Alfred Remmits (AR): Wonderful, Bob. Really look forward to this all.  

BMLet’s get right to this. The world is in a very precarious scenario. We all know this. L&D has been thrust into the limelight in some powerful and remarkable ways. And I think presented with opportunities it’s fought for, or wanted to have, in the past but at the same time I think it’s exposed some anxiousness in their deliverables. Why do you think and feel that workflow learning and Five Moments in particular, in the world we are in today, is really the important shift that L&D needs to make right now? 

AR: You know, I think that COVID was just a trigger. It was helping us to do something that was needed already for a long time. I’ve been working and trying to deal with some large organizations in The Netherlands. A great example is the Dutch Police. I’ve been talking with them for five yearsthey always like what I told them. They would say, “Alfred, your vision and and the approach of the Five Moments of Need is something that is really appealing to us, but we don’t have the time because we’re so busy with our classroom training and eLearning. Everybody is fully booked.” And while they like the story, nothing happened 

And then COVID hits and last April I get a call from them saying, “Alfred, our classrooms are empty now. We don’t have anything to do at this moment. So now it’s the time to talk about something different.” COVID was just the triggerAnd that’s a big problemin the world of L&D we are so focused on what we have done for the past twenty-five years. We are so proud about what we have achieved with our classroom trainings and with our beautiful eLearning. But it’s not about what we are about.  

Those traditional training methods are not about impact. They are not about results.  

COVID was also a trigger here—it was seen that moving from classroom training to a virtual classroom was not enough, they didn’t see any different impact coming out of that.  

I think the other element is the whole trend of getting so much information coming at us. 

I think, Bob, you know the same person that told us that in a hospital you can now send someone to training every week because there’s so much change in the rules, in the medicines, in the equipment, in the compliance, that people just can’t keep up with that. And you can’t train your way out of it because you don’t have enough time to train it and because once you have created it, it’s already outdated.  

Additionally, I was with the manager of a large trucking company, and he launched an eLearning course and said to me, “Alfred, I launched it three weeks ago and now I have to take it back because there are two things that are not correct anymore. I have to go to my vendor, change it, it cost me ten thousand more dollars, and I know that within six months I’ll have to go back two more times because there will be more changes.  

So, there’s not a single format anymore that is the solution for every problem that we have. We need different approaches and different tools. 

BM: Brilliant. Yeah, my two favorite words that I’ve heard over and over again are, “acceleration” and “opportunity.” And this is an opportunity—the opportunity to have new conversations, and because of the rawness of the situation - the performance need of our learners, we’re finally able to accelerate ideas like thisI think we have a more receptive buyer and learner, if you will, than we have ever had before.  

I love the police example, Alfred. And what I love about your work and admire about it is, this was not a COVID-related shift for you. This has been a lifelong shift for you. You have been doing this successfully for years.  

One of our favorite things for listeners to hear are those examples.  

With that, can you go into a couple of the remarkable outcomes you’ve seen in the shift to 5 Moments and workflow learning? COVID aside—but COVID may be one of them—but what’s worked for you and what have you seen work? 

AROne of our most interesting companies is a consumer brand company. It’s one of the largest brands in the world and the gentleman that runs their supply chain learning academy approached me about three years ago and he said, “Alfred, I love your whole story about workflow learning, performance support and so on, but all the examples that I see are examples of projects for white-collar workers. It’s supporting sales, marketing people, it’s supporting call centers, it’s supporting the finance department, and I’m not in that world. I’m in the world of people who get their hands dirty, people that work at the machines in the factory. So, my dream,” and that’s what he said, “my dream and my legacy should be performance support for blue-collar workers.”  

And we started to create a solution for one of their factories where they saw the numbers for the operational efficiency of that factory change over time on the machines. All those KPIs were trending in the wrong direction. They had an older crowd there. People were about to retire. They brought in new people and, “How do we onboard them and keep the knowledge in that organization?” 


And they created a solution, a workflow learning solution supporting the operators, the machine operators at the machine at the factory level, at the plant level, and after six months they saw the needle moving into the right direction. More product coming off the machines, less downtime of the machines, faster changeover time  of the machines 

Now those are impact numbers.  

He went to the supply chain leaders of that organization, showed them the numbers and that was the moment where he became proud 

He said, “Alfred, I can now present something to my leadership where I have moved the needle in the most important area of my company. That is the production numbers—the efficiency.”  

And that was a huge, huge success. I think that is one of the stories that I’m proud of, that we moved from a very traditional approach in the white-collar workers into a completely different area. 

I think my second story is a more recent one and is the COVID solution we built with the largest hospital in The Netherlands. We were doing five projects based on the Five Moments of Needtraining seventeen of their L&D professionals, and they were each working in groups of three, four people on a project.  

And then—I will never forget itbecause I flew back from the U.S. that Friday. I think it was Friday, March 13th.  I flew back on one of the last flights out of the U.S. and we got a call and the woman says, “Alfred, we need to stop every project that we are working on based on the Five Moments of Need. But we want to work with your team on a very focused solution to be ready in nine days Monday the 23rd   for  our intensive care department.  We need to onboard many of our people to work only the intensive care department because we will have a huge inflow of COVID-19 patients.”   

I believe it even may have been still called Corona at that time, but she saw that happening.  

In nine days, together with their L&D team, we built and created a full solution to support nurses, doctors, and everybody on that intensive care department that was supporting COVID-19 patients. And what they did very well is that they said, “Alfred, we have created it. Now we want to give it to every other hospital in The Netherlands for free.” 

And that’s how we saw our solution going into the intensive care departments of Dutch hospitals. And it’s even used in one of hospitals in the US —St. Vincent in Erie, Pennsylvania—as the solution to treat COVID-19 patients.  

BM: Brilliant. ROI, right? Those are both examples of ROI and if you had developed training in that amount of time, which you couldn’t have, and to your point earlier—it wouldn’t have been current.  

The only way was to put it in the workflow, and darn it, they learned. They performed. They schooled up in the Moment of Apply. We put such little faith in learners’ ability, even in critical scenarios like you described—expensive machinery or peoples’ livesthat you can actually do training there but in a way that people adjust. 

Listen to the full episode for Bob and Alfred’s full discussion. 

Subscribe to The Performance Matters Podcast to stay up-to-date on all the latest conversations and guests in The 5 Moments space. You may also download our latest ebook for free here. 

About Alfred Remmits 

Alfred is the CEO of Xprtise and focused on assisting learning organizations transition from traditional classroom training and learning to more innovative solutions based on the 5 Moments of Need. He delivers results based on clear improvements in the ROI of the organizations’ learning investments. 
“I am convinced that we really need to refocus on the non-formal side of learning, instead of wasting most of our investments (the literature talks about 60-70% scrap-learning or waste) on traditional classroom training or conventional e-learning. In the past 10 years I have been focused on building Performance Support Solutions that have really shown increase in the performance of the employees of the companies where I have deployed these solutions. After deploying over 1000 Performance Support projects for large and mid-sized companies all over the world, I can truly state that a ‘True Performance Support Solution’ will dramatically increase the effectiveness of your overall learning investments!”  

–Alfred Remmits 

Beyond Alfred’s focus on implementing Performance Support solutions, he has also been very involved in the Learning ROI evaluation and Measurement discussions. 

Copyright © 2022 by APPLY Synergies, LLC 

All Rights Reserved.