Learning and performance journeys

Purpose – This paper aims to demonstrate the significance and potential of learning as a performance lever. Design/methodology/approach – Through experience of working within a number of organizations across varied industries the author has formulated a clear link between learning and performance. This paper intends to demonstrate an approach that ensures a collaborative responsibility between learning functions and organization management in the deployment of learning opportunities in a performance journey from current to expected levels. Findings – The paper considers that learning and performance journeys can be combined and managed to greater effect if training is not treated as a one‐off event and that change is more likely if the responsibility for learning and performance is held by individuals and the coordination of learning opportunity support is led by specialists yet implemented in an integrated way by all. Practical implications – There are a number of implications: the concept of learning and performance journeys being coordinated to ensure transfer of learning to the workplace rather than a focus on single training events or interventions; the use of multi‐media approaches to the provision of learning opportunity to enable improved performance over time; the focus of measurement, reporting and subsequent adjustments to the provision of learning on performance outputs rather than measurement of training inputs. Originality/value – The paper demonstrates learning and performance journeys as a concept. It is of significant value to heads of learning and development and organization management involved in change and the achievement of strategy and vision.