The learning would be accessible from the performance environment, and designed to maximally complement and minimally remove the learner from the work context. Yes, there might well be ‘go away, learn this, come back’ but we’d try to put the emphasis on ‘let’s layer this across the task’.

Slow learning, drip-irrigation metaphor, etc for the formal stuff, and as much as possible tools ‘to hand’ to solve problems. Job aids, checklists, quick question asking/answering tools, search mechanisms all aligned to the task and available on demand.

Does that make sense? Which actually links nicely to your thoughts on pin-point training, individualized performance, and linking learning and performance. Work = learning!

I could see this as working something like this. As each department develops performance goals, they sit down with the training department and the employee to identify what needs to be done to achieve those goals and how the training department can support those needs. After the learning contracts are developed, the training department can offer formal training (especially if there is a common need within the organization), but also develop resources to help support the individual who’s needs might be more individualized. As part of the annual performance review, the learning contract would also be reviewed to identify how much of the learning goals have also been met. This process allows for more pin pointed training, a better understanding of training needs on the individual and organizational levels, and a tie between learning and performance.