Training Industry Magazine - Summer 2016 - (Page 11)
PERFORMANCE AND PRODUCTIVITY
One of the significant developments for
the training and development profession
over the past 15 years has been the
emergence of new approaches that
extend the focus on learning beyond
formal events such as classrooms,
workshops and e-learning modules.
Many training and development
departments are evolving from a world
where "learning" implied training events
to one where learning is something that
needs to be encouraged and supported
as a continuous process.
WE ARE MOVING
BEYOND THE BLEND.
The first steps to break the mold that
created a tight link between "learning"
and "event" involved the blending of
face-to-face learning with technology.
Early blended learning was created using
the sandwich model where structured
learning was wrapped with e-learning
pre-work and post-class work-based
activities. These two wrappings were
designed to support face-to-face
More recently, blending has become
more sophisticated to incorporate a
range of channels and increased use of
self-directed learning approaches.
BEYOND THE BLEND
Today, we are moving beyond the blend
by exploiting a wider range of learning
opportunities in the daily flow of work.
Two major areas that offer opportunities
are social learning and experiential
learning. The challenge with both of these
is that they occur naturally, continuously
and usually out-of-sight of HR and the
training and development department.
Social learning has always occurred.
People learn implicitly as part of
daily work as they share insights and
experiences in teams. More recently,
with the rise of social media, natural
social collaboration has become a major
factor in performance development.
Experiential learning is being used
increasingly in formal training and
development, particularly with support
of technology innovations. There are
also huge opportunities to exploit
experiential learning beyond formal
learning by focusing on the learning that
happens as part of the flow of work.
One of the key concepts that has emerged
to exploit social and experiential learning,
and to leverage the effective elements
of structured training, is the 70:20:10
THE 70:20:10 APPROACH
The 70:20:10 approach has helped
bring three aspects of development
together: structured education, social
learning through exposure to others,
and experiential learning.
Through the lens of the 70:20:10 model,
formal, social and experiential learning
are not seen as separate "boxes" but
T R A I N I N G I N DUSTR Y MA GAZ INE - SUMMER201 6 I WWW.TRAI NINGINDU S T RY . C OM/ MAGAZ I NE
- CH AR L E S J E NNING S
rather as different aspects of learning
that can be integrated to deliver a
"whole greater than the sum of its parts."
By applying a 70:20:10 mindset, training
and development professionals are able
to extend their focus beyond awayfrom-work learning. The importance of
70:20:10 is not in the numbers, but in a
shift to think more about the destination
(improved performance) rather than the
journey (learning). Achieving this shift
requires new skills and attitudes.
START WITH THE '70'
One of the major changes required
when working with the 70:20:10 model
is "reverse working." Once the cause
of a performance problem has been
identified, the solution design needs
to "start with the 70." In other words,
first explore how the problem can be
rectified in the flow of work, not by a
course or e-learning module.
This way of working is counter-intuitive
to most training and development
professionals. However, it is based on
the fact that learning which occurs
closest to the point of need is likely to
be the most impactful, and to result in
behavioral change. Also, that continuous
development results in greater realized
value than one-off point solutions.
Charles Jennings is a director of the Internet
Time Alliance and founder of the 70:20:10
Institute. He is the former chief learning
officer for Thomson Reuters. Email Charles.
Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2016
Table of Contents
Three Strategies to Ensure Your Training Has Tensile Strength
Experience, Exposure and Education
Beyond the Classroom Paradigm
Applying the Buddy System
Purpose-Driven Professional & Organization Success
Making It Personal: The Four Pillars of High-Impact Mentoring
Blowing Your Millennial Mindset
Hidden Forces: Unconscious Bias in Learning
Memory: The Critical Bottleneck to Learning
Gender Barriers & Solutions to Leadership
Cognititive Collaboration: Utilizing Diverse Thinking & Behavioral Preferences
Get Into the Act: Accelerating Collaborative Teamwork
Dispelling the Five Myths of Microlearning
Quicken Loans: Culture Driven
Developing Global Leaders: On-the-Job Leadership Development
From Where I Sit
Why Do We Wait to Train Our Managers?
Is Knowledge Overrated?
Is Your Business Acument Showing?
Avnet Expands Services with ExitCertified Acquisition
Training Industry Magazine - Summer 2016