Support is mostly based on information stored in websites and content repositories, and may leverage systems like a Learning Management System (LMS) or SharePoint. This type of support is not yet embedded into the workflow, so users have to go looking for it, almost like a scavenger hunt. Without any context related to the workflow, it's a random search, and when workers find something that might be relevant, they still have to read through it to find the specific help and actionable steps they need. Although it's well intended, it often spirals out of control.
At this stage, efforts to provide support begin to emerge as stand-alone solutions. They are narrow and generally targeted to a specific category of information such as product information, or policies. It's a great step out of the information chaos. With metadata search, lots can be done, but the information is still limited and it's still assumed that workers already know how to perform. These kinds of solutions provide rapid access to specific information in support of that performance, but they are still information-driven not support-driven.
This is the biggest step in the PS spectrum. It's where support moves from information to true performance. Support is now embedded into the workflow and business process. Performers access (within 2-clicks) a specific task they need to follow via contextual triggers such as job role, workflow process, a specific timeline, etc.. Cascading levels of support provide “Just Enough” information to understand what to do within 10 seconds and get back to work.
The benefits grow exponentially with true automated performance support. At this level, support is nested even more deeply into the applications used within a business process. Support automatically adjusts based on the actual step the worker is on. It also is driven by business rules to ensure that the user not only can perform the task within the software, but can do so with the expected output that the business needs. Integrating business rules into the performance support logic, which then watches the workers and uses the rules to make recommendations based on their actions, helps users perform effectively with a minimum amount of waste, expense, or unnecessary effort. It delivers significant business impact to the organization.
“Smart” performance support delivers Transformational business impact to organizations. It integrates all the power of “Targeted Performance Support” and “Automated Performance Support” and makes it available as people move through the broader workflow process. When a performer moves from application to the workflow, to a different application, and then back to the first application, the PS solution tracks where they are and provides what they need. It also learns and gets smarter based on the performance patterns of others. It's very similar in the way that companies such as Amazon use data to learn from buying patterns in order to recommend new things. The capacity to support performance across applications in a broader workflow process is in place today. However, the ability for a PS solution to learn and adapt is still in its early stages. Stay tuned, though. PS is getting smarter.
This summary show how performance support evolves across the Spectrum.<click>
Customer ProfileOne of the top 10 healthcare service companies in the US by revenueInsures 12.5M individuals30,600 employeesSlide 1: Performance Support for SFDC CRM: Healthcare Insurance Payer -- BackgroundChallengeCIGNA’s presales process was highly varied; in some cases there were 15 different versions of processes used across the organization. As part of an effort to create unified platforms and processes, CIGNA rolled out SFDC across the sales organization and wanted to use the change management opportunity to train to a unified process.SolutionLearningGuide’s salesforce.com performance support solution was embedded into CIGNA’s SFDC platform and was used to generate training guides for use in the rollout of the platform. The solution included the following elemnetsLG Baseline Content for SFDCBaseline content customization for CIGNA’s SFDC implementationCustom LG content documenting CIGNA’s Sales SOPsApplication embedded learning content linked to from SFDC based on user’s contextSingle-source authoring enabled publishing to PS and PDF
Slide 3: Embedded Learning and SupportLearningGuide’s Technical Consultants embedded the PS content into CIGNA’s SFDC platform in two ways. First, we added the LearningGuide tab to the interface. The tab presents all of the business process and support information within the SFDC interface. Secondly, we provided context-sensitive support within the application. For example, if a SFDC user is on the Opportunities screen, they can click the LearningGuide button to see a menu of options, categorized into Overview (or Concepts), Tasks, and Processes. If the user needs support on a specific task like “Locate an Opportunity”, he or she can click the Locate Opportunity link to see steps, details, or external resources that will help the user locate an opportunity.The LearningGuide Professional Services team used LGM’s single-source authoring, multi-channel publishing capacity to deliver the content as a PDF for use in formal, instructor-led training events or as a reference guide.
Slide 4: Business Process SupportAs part of CIGNA’s effort to develop a unified approach to sales across the organization, LearningGuide’s Professional Services team developed a business process broker that guides the user through the sales engagement process and presents relevant information based on the phases and tasks that the user selects. Users click the phases and task graphics and are presented with links to resources that are located on disparate systems.As with the embedded support aspect of the solution, the content was published to PDF and was used as documentation supporting SOPs across the organization.
Slide 2: Performance Support for SFDC CRM: Healthcare Insurance Payer – Results6 months after the rollout of LearningGuide’s PS solution, CIGNA performed some internal measurement to quantify the value of the solution. The results included:84% of enterprise sales force uses the solution DAILY6% increase in DAILY work productive (i.e. – finding correct information, waiting for answers, etc.)2.4 hours saved per week 454K saved based on an audience of 104 respondents of 3,000 usersSE Regional Presale Manager, called it a “quantum leap” for CIGNA in terms of how process information is organized and easy to use. “LearningGuide will be a great help for new hires learning the presale process.”
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