Poignant point. A mindset that even the most advanced training organizations suffer from. Training and performance support Poignant point. A mindset that even the most advanced training organizations suffer from. Training and performance support are literally two key pillars of organizational performance. The fact that the two are NOT mutually exclusive, but rather need to co-exist is a point most L&D departments miss. It's really the tick-mark mentality that needs change. It's also important to recognize that the members of the L&D department are themselves victims of rather archaic rewards and recognition systems. Because it is easy to tangibly identify, organizations tend to reward L&D staff for a 'training successfully completed'. Tickmark. Not employees successfully competent to excel at their jobs. This, while measurable, is less than are literally two key pillars of organizational performance. The fact that the two are NOT mutually exclusive, but rather need to co-exist is a point most L&D departments miss. It's really the tick-mark mentality that needs change. It's also important to recognize that the members of the L&D department are themselves victims of rather archaic rewards and recognition systems. Because it is easy to tangibly identify, organizations tend to reward L&D staff for a 'training successfully completed'. Tickmark. Not employees successfully competent to excel at their jobs. This, while measurable, is less than markable as an 'event'. Therein also lies the crux of the problem... Of seeing training as an event, rather than a continuous process.