Source: Laura Overton’s slidedeck from #Why702010 which can be found at http://www.slideshare.net/Lauraoverton/702010100-the-evidence-behind-the-numbers
Who better to ask than learning professionals themselves just how to put 70:20:10 into action? We asked the packed audience at the #Why702010 event to suggest just ONE step they would take towards 100% performance. Here are some of their answers…
- Develop a campaign for the 100 – then live and breathe it
- In developing learning interventions, think more about the ‘100’ and put less focus on the ‘10’
- Start designing from the 70 and think of campaigns rather than courses
- Aim for multi-dimensional multi-layered development
- Focus on finding ‘100’ solutions to training/performance needs
- Model the ‘learning paradigm’ mind-set
- Set principles before implementing change
Engage with the business
- Apply the performance paradigm Vs the traditional, training needs approach e.g. understand the performance result needed by using an overall 70:20:10 approach, linked directly to business objectives
- Interact with the business. Manage ‘upwards’ so L&D becomes a real business partner
- Share critical pieces of Towards Maturity research into 70:20:10 with key stakeholders, then seek to establish clarity on our learning principles.
- Start at the top level: performance v processes
- Agree with HR and board of directors a strategy to change management culture, to get managers & leaders actively involved with staff development. Build on that by coaching managers
Communicate your new vision and mission
- Clarify roles and responsibilities of learning professionals and managers
- Challenge senior team thinking: courses are not necessarily the solution
- Take what you already do and slot it against 70:20:10. Publicise it and set expectations
- Keep language focused on outcomes and performance
- Consider the language used when consulting with stakeholders. Training need = performance. Talk about the three E’s: Experience, Exposure and Education
- Communicate so people know what is expected of them to take more control of their own learning and also what the role of their managers will be
- Reconnect with marketing and internal communications teams to engage with them and use their expertise to help with messaging and embedding newly articulated values
- Managers are there to develop their people not just meet objectives
- Look at competency framework for managers
- Empower senior managers to get support or buy in at a senior/exec level
- Design a competency framework to formalise career paths
- Communicate clearly so managers understand what is expected of them
- Coaching/mentoring for line managers to support performance
- Shine a light on senior managers who live the concept of empowering people to take control of their own learning
Do things differently – try something new
- Make learning closer to the point of use
- Become more creative & curious: ‘think outside of the box’ to come up with ideas like reverse mentoring.
- Go for it! Risk making mistakes
- Connect with an actual curator (museum?) to see where the parallels are.
- Organise peer to peer sessions across different locations.
- Make pre-learning online a prerequisite to formal sessions
- Be more innovative in terms of programmes
- Do more to engage and involve employees in their learning – give them permission to learn and set expectations – like the #bemore Citibank example.
- Begin online sessions titles with ‘how to’ (as an attention grabber in line with the most popular search questions)
In particular, several people were inspired by the idea of reverse mentoring and specifically mentioned this as something they would now look into.
Encourage curation & collaboration
- Use social networks to up-skill practice e.g. Twitter L&D conversations every Friday #LDinsight
- Share learning
- Seek clarity around some of the practical applications of informal learning. Then scope/define how L&D could support/facilitate more informal learning in our workplace
- Explore technology to share wider resources around a subject
Develop new skills
- Become a performance detective – this was a particularly popular concept.
- What can be learnt from other professions, such as journalism, broadcasting & curating?
- Develop performance consulting skills
Create new Key Performance Indicators
- Consider new measurements of success
- Identify where you are currently in terms of 70:20:10
- Don’t talk about numbers. Build core set of principles
- Dump the figures – use the application
- Look to embed the 70:20:10 model into current projects
What steps will you take to put 70:20:10 into action? And when will you start? Join the conversation on Twitter #Why702010
Charles Jennings – the 70:20:10 expert: Charles’ blog is a mine of information on 70:20:10.
Laura Overton – the learning expert: Laura Overton’s slides give highlights of the results of Towards Maturity’s research into 70:20:10. Here are some more tips from Towards Maturity on using marketing techniques to engage learners.
Find out even more…Talk to us! We exhibit at events like Learning Technologies and the CIPD L&D Show at Olympia, London, World of Learning at the NEC, Birmingham and regularly attend other L&D events too. Or call 08451 707 700.