LDR.1:4.5 - Obtain human development when that additional result is worthwhile

When a human cannot yet supply a needed contribution, identify the target person, the particular operation, the later situation and the evidence needed to rely on performance. HCD.1 establishes capability demand. HCD.3 asks whether the limitation is changeable through human development or calls for another remedy. HCD.4 relates the target to the person’s simultaneous work profile. Use their actual answers rather than translating every failed episode into a learning deficit.

Obtain a qualified learning provider. Through HCD.7, establish that the provider can diagnose the particular operation and can supply preparation, instruction, observation, feedback and assessment at the required time. A respected manager or subject expert is not automatically a capable teacher of this operation. If the provider’s own capability is missing, HCD.8 addresses its development; another capable provider may be a better immediate answer.

Construct the learning opportunity around the target. Let the learner see a demonstration with reasons, attempt relevant cases, receive feedback on the missed operation and practise a consequential variation. Observe a new attempt without supplying the very step whose independent performance is being claimed. Explain how these activities address the actual difficulty. A generic course may be a suitable part of that arrangement, but course attendance does not supply the target evidence.

Arrange later work in which the contribution can be used, with access, time, tools and help. Agree the allowed use of learning observations. If failure is punished under the ordinary performance system, recover a protected opportunity or another feasible arrangement before relying on candid practice. OCE.18 supplies the additional connection for a career transition into receiving work; a development target alone is no appointment.

Human development may be unnecessary when a qualified colleague, external service or competent AI can supply the required contribution at acceptable total cost. Compare those alternatives against the actual values, including any independent human mastery that the participants deliberately want. Do not call replacement of human performance an increase in that person’s skill.