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 learning activities. 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 reference model. 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 EXPERIENCE, EXPOSURE and EDUCATION 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. 11

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
Company News
What's Online
Training Talk

Training Industry Magazine - Summer 2016