Weekend Review: Top News = I'm Back!
My vacation is but a distant abstract in the rear view window of my life and the busy catch-up of this week awaits me.
I hope you all missed me. If not, thanks for the web hits!
This story is just shocking, like something out of a television show. Azusa woman killed in Pomona shooting was key witness in capital gang case. Daily Bulletin reporter (sister paper) Will Bigham does a good job telling the story.
In another Sunday report, Bethania Palma Markus looked at salaries of area police chiefs. A question for the reader folk: What city characteristics are most important when determining the pay for a police chief - population size or amount of crime? If amount of crime, should a city with a higher crime rate pay more for a police chief? or should the city with minimal crime "reward" the police chief?
More to come today as I get back in the saddle, or the wagon, or on track, or whatever - as I get
back, get back to where I once belonged.
Email: daniel.tedford@sgvn.com | Twitter: @dgtedford @sgvtribune | Facebook: SGVTribune
Dan, I could not agree more. I would go a step further and add Jack Phillips and Level 5 ROI into the mix. That cocpent has gotten so deeply entrenched into boardroom and in particular CFO mentality that we find ourselves chasing ROEDT return on every damn thing. ROI may work for a piece of hardware that enhances productvity and clearly shown a return without the subjectivity of confidence and probability tossed in to compensate for the inherent voodoo of the process. I wrote a blog post last week on a cocpent called EOSC evidence of sustained capability . This cocpent goes beyond just targeting outcomes, for they [outcomes] carry no value unless they are sustainable. Blame it on my healthcare experiences, but nothing is accepted or trusted without evidence . We need a new model. If training were the silver bullet, then four levels may be enough. Training is enough if all you want to track is training. But the learning ecosystem is exponentially bigger than any cluster [take that word as you wish] of training courses. Training may always be a part of the mix, but it is diminishing rapidly as the velocity of business demands causes a convergence of learning moments with the need for flawless performance.I just spoke at Training 2011 and sat in a a bunch of sessions and we are all saying that informal and social learning are upon us and it's time to leverage Web 2.0 technology and yada yada It is time to re-invent what we call training and expande the paradigm to move down-stream, post-training [events] and into the work context where the workforce is engaged in the generation [or destruction] of tangible business value. No sales reps cloes business in the classroom event. No customer service reps resolve a complaint while taking an on-line learning course. They do those things under attributes of urgency and business risk. The game has changed. We much to measure and 95% of it has nothing to do with training. We swhould be seeking evidence that our efforts of the aggregate of formal, informal, social, celestial [next, etc. learning are generating the capacity in our workforce to sustain capability.Whew nearly became a rant not that there's anything wrong with that.Take good care!G.
Quite insightful plisbuh. Never thought that it was this simple after all. I had spent a superior deal of my time looking for someone to explain this subject clearly and you’re the only one that ever did that. Kudos to you! Keep it up