The 70:20:10 Framework

70:20:10 Learning Approaches Charles Jennings Founder 70:20:10 Forum www.702010forum.com All content © 2013 70:20:10 Forum/Duntroon Associates or licensed for use except where stated. Not to be distributed or copied in any format without prior permission.© 2012 70:20:10 Forum Pty Ltd

Can you remember one great learning experience you have had? Maybe it was when you first realised you could read, or move from the tricycle to a bicycle, or learned algebra. Or it may have been at work when you learned a particular skill…© 2012 70:20:10 Forum Pty Ltd

Where did this learning experience occur? I have posed this question to hundreds, if not thousands, of people over the past 5 years. Answers are consistent. Approx. 80% - while completing the task Approx. 20% - in a formal learning environment This may not be a scientifically valid experiment, but it does indicate that most people feel their ‘great learning’ occurs in context of their work.© 2012 70:20:10 Forum Pty Ltd

yet many formal learning interventions are still:  information-rich  interaction-poor Learning maturity know- know- how who know - what We are moving from a ‘know-what’ to a ‘know-who’ and ‘know-how’ world.© 2012 70:20:10 Forum Pty Ltd Photograph © Charles Jennings

the 80:20 model 80% 20% ‘Informal’ learning Formal learning Jay Cross, Internet Time Alliance “Informal Learning: Rediscovering the Pathways that Inspire Innovation and Performance” Jay Cross’s 80:20 separation for informal/formal learning aligns with the 70:20:10 model© 2012 70:20:10 Forum Pty Ltd

Informal Learning is not “haphazard” or “random.” It is important to appreciate that ‘informal’ means ‘self-directed’ or ‘undirected’, not ‘haphazard’ or ‘random’© 2012 70:20:10 Forum Pty Ltd Photograph licenced to Duntroon Associates

Formal / informal - it’s not either / or Learning to ride a bicycle is mostly informal Learning maths is mostly formal Informal and formal are not binary opposites. Sometimes learning requires a combination of the two.© 2012 70:20:10 Forum Pty Ltd

to help people thrive in this new environment … 70:20:10 ..we need a framework for thinking outside the classes,© 2012 70:20:10 Forum Pty Ltd courses and curricula mind-set Photograph licenced to Duntroon Associates

The 70:20:10 framework 70:20:10 is an approach for creating and exploiting: 1. New and Challenging Experiences 2. Opportunities for Practice 3. Rich Conversations and Networks 4. Spaces for Reflection to support effective development and improved performance© 2012 70:20:10 Forum Pty Ltd

70:20:10 Framework  A reference model, not a recipe  An integrated approach  Works for leadership development  Works for management development  Works for individual contributor development  Extends formal learning (the ‘10’)  Exploits workplace and social learning (the ‘70’ and ‘20’)  Can be used for evolutionary or revolutionary change 16© 2012 70:20:10 Forum Pty Ltd

The 70:20:10 Framework EXPERIENTIAL SOCIAL FORMAL LEARNING LEARNING LEARNING 3Es: EXPERIENCE : EXPOSURE : EDUCATION 70% 20% 10% LEARN & DEVELOP LEARN & DEVELOP LEARN & DEVELOP THROUGH THROUGH THROUGH STRUCTURED EXPERIENCE OTHERS COURSES & PROGRAMS 90% = EXPERIENTIAL & SOCIAL LEARNING & DEVELOPMENT© 2012 70:20:10 Forum Pty Ltd

Working smarter* 70:20:10 is an approach to address proven facts: • people learn more about their work informally than formally • novices will learn a greater we proportion formally than veterans know • veterans will rely more on informal that learning • formal works best with explicit • informal works best with tacit© 2012 70:20:10 Forum Pty Ltd

The basis of 70:20:10 “people learn 70% of what they know about their jobs informally* US Bureau of Labor Statistics (1996) * Loewenstein and Spletzer (Formal and Informal Training: Evidence from the NLSY) “80% or more of corporate learning is found to be informal” Peter Henchel, Executive Director, Institute for Research on Learning “70% of what people know about their jobs, they learn informally from the people they work with” Education Development Center, Massachusetts (1997) 2-year study involving Boeing, Ford Electronics, Siemens, Motorola “Approximately 75% of the skills employees use on the job were learned informally through discussions with co-workers, self-study, mentoring by managers and similar methods. 25% were gained from formal training” Source: Jay Cross and others CapitalWorks study© 2012 70:20:10 Forum Pty Ltd

The origins of 70:20:10 “about 70% of all learning projects are planned by the learner himself” “we also interviewed 10-year- olds and 16-year-olds. Their out-of-school learning is extensive” Prof Allen Tough (1936 -) “look below the waterline” in The Adult’s Learning Projects’ 1971© 2012 70:20:10 Forum Pty Ltd

The origins of the 70:20:10 framework “Lessons learned by successful and effective managers are roughly: 70% from tough jobs 20% from people (mostly the boss) 10% from courses and reading” Research by McCall, Morrison, Lombardo & Eichinger at the Center for Creative Leadership ‘Key Events in Executives’ Lives’ (1987) ‘The Lessons of Experience’ (1988)© 2012 70:20:10 Forum Pty Ltd

The origins of the 70:20:10 framework “Lessons learned by successful and effective managers are roughly: 70% from tough jobs 20% from people (mostly the boss) 10% from courses and reading” Lombardo & Eichinger: The CAREER ARCHITECT Development Planner (1996)© 2012 70:20:10 Forum Pty Ltd

Managers and 70:20:10 top 5 frequently used activities (% of managers) Also seen as most effective Also seen as most effective Source: Peter Casebow & Owen Ferguson: GoodPractice.com survey of leaders and managers, January 2010© 2012 70:20:10 Forum Pty Ltd

Typical 70:20:10 Development Activities on-the-job experience applying new learning in real situations LEARN & DEVELOP solving problems, special assignments EXPERIENCE 70% THROUGH EXPERIENCE project reviews, reading guides & manuals, new work within role, increased span of control, exposure to other departments and roles stretch assignments, community activities mentoring, reverse mentoring LEARN & DEVELOP coaching, informal feedback EXPOSURE 20% THROUGH internal and external networks, OTHERS teamwork, professional associations action learning structured programmes LEARN & DEVELOP activity-based workshops THROUGH EDUCATION 10% STRUCTURED seminars and masterclasses professional development, business schools COURSES & PROGRAMS eLearning modules and courses© 2012 70:20:10 Forum Pty Ltd

70:20:10 fundamentally changes the role of HR and Learning professionals Traditional HR and L&D Role 70:20:10 HR and L&D Role Build and maintain catalogues – Manage Workscapes (work/learning courses, programmes, curricula environments) Design and develop course materials Focus on supporting learning for formal, structured learning experiences in the workplace Course-centric role (with a little Performance-centric role. Helping coaching and ancillary activities) people Work Smarter Classroom-based blended with some Many channels – classroom, structured eLearning eLearning, virtual labs, learning ‘nuggets’, workplace support etc. Learning-focused Performance and productivity- focused© 2012 70:20:10 Forum Pty Ltd

Some tangible actions for L&D to deliver results through 70:20:10Support the workplace Help workers improve their Create a supportive org.learning process learning skills cultureProvide time for self-directed learning in Explicitly teach workers how to learn Establish a budget for workplace andthe workplace effectively social learningCreate useful peer-rated FAQs and Support opportunities for meta-learning Support innovation and help make failureknowledge bases ‘OK’Provide places for workers to congregate Share ways others have learned topics, Incorporate the ‘70’ and ‘20’ aspects ofand share experiences subject areas and specific tasks learning into the heart of your L&D strategySupplement self-directed learning with Enlist learning coaches to assist and Position learning as a growth experiencementors and experts encourage reflection and not something that workers need others to ‘do to them’Build networks, blogs, wikis, and Explain the ‘know-how’ and ‘know-who’ Conduct a learning culture auditknowledge bases to facilitate discovery framework to facilitate a shift from ‘know- what’Use smart technology to make it easier to Calculate the lifetime value of a learning Add learning and teaching objectives andcollaborate and network customer’ to L&D goals to job descriptionsEncourage cross-functional gatherings Encourage learning relationships andand sharing professional communities© 2012 70:20:10 Forum Pty Ltd

Managers Have A Crucial Role 70:20:10 Employees Reporting to Employees Reporting to Manager A Manager B Manager A is ineffective at Manager B is very developing employees effective at developing employees 125 25 - 27 } 25-27% Performance Improvement 100 100 directly attributable to Manager B’s effectiveness at employee development Performance of Employees Reporting to Performance of Employees Reporting to Manager A Manager B Source: Corporate Leadership Council / Learning and Development Roundtable Employee Development Survey© 2012 70:20:10 Forum Pty Ltd

Managers Have A Crucial Role 70:20:10 Employee Retention Employee Retention Employee Satisfaction Manager B’s direct 39.7% reports are almost 40 37.2% percent more likely to stay with the organisation than Employees Employees Employees Employees Manager A’s direct Reporting to Reporting to Reporting to Reporting to Manager A Manager B reports. Manager A Manager B Organisational Commitment Employee Adaptability Employee 29.4% Adaptability 8.3% Manager B’s direct Employees Employees reports are more than Employees Employees Reporting to Reporting to 8 percent better at Reporting to Reporting to Manager A Manager B responding to change Manager A Manager B than Manager A’s direct reports. Source: Corporate Leadership Council / Learning and Development Roundtable Employee Development Survey© 2012 70:20:10 Forum Pty Ltd

Performance Impact Those activities that are integrated into manager and employee workflow have the largest impact on employee performance. Those activities that are distinct events separate from the day-to-day job have less impact© 2012 70:20:10 Forum Pty Ltd

15 leader-led actions that improve performance Explain Performance Evaluation Standards 19.8% Ensure Projects Provide Learning 19.8% Provide Experiences that Develop 19.1% Assess Development Progress 13.8% Help Find Training 13.6% Feedback on Personality Strengths 13.3% Experiential Learning has far Create IDPs 12.0% greater impact Feedback on Performance Weaknesses 11.9% than ‘teach new Help Apply New Skills/Knowledge 11.6% skills’ Pass Along Job Openings 10.3% Pass Along Development Opportunities 8.7% Feedback on Performance Strengths 8.0% Teach New Skill or Procedure 7.7% Ensure Necessary Skills/Knowledge 6.7% Give Advice from Own Experience 6.7% Source: Corporate Leadership Council/LDR© 2012 70:20:10 Forum Pty Ltd

Integrating ‘70’ And ‘20’ with Structured Development Embedded the 70:20:10 framework in design of a Outcomes: Leadership programme Less time away from work Residentials reduced Lower costs Action Learning introduced Encouraging a culture of continuous learning Workplace learning supported Engaged managers more closely BAE Systems Commercial Leadership Programme workplace learning activities “more and more we are being asked to work with organisations on what collaborative learning they often refer to as the 70/20/10 approach to talent management” 70% residential learning 20% Bill Shedden, Director of Customised 10% Executive Development, Cranfield University.© 2012 70:20:10 Forum Pty Ltd

Adapt IDPs/PDPs for 70:20:10 Goldman Sachs implemented 70:20:10 to:  deliver an accelerated development strategy for rising leaders  foster the creation of a ‘boundaryless’ learning culture across the entire firm. This was based on driving business performance through experiential learning, coaching and mentoring (the ‘70’ and ‘20’), building capability at individual and organisational levels.© 2012 70:20:10 Forum Pty Ltd

70% Learning On the Job 20% • Apply new learning in real situations • Use feedback to try a new approach to 10% an old problem • New work within role 70% • Increased span of control • Solving problems in role • Increased decision making • Champion and/or manage changes • Cover for others on leave • Exposure to other departments/roles • Take part in project or working group • Coordinated swaps or secondments 20% Learning through • Stretch assignments Coaching, Feedback, • Interaction with senior management, e.g.: meetings, presentations Networks • Day to day research, web browsing • Leadership activities, e.g.; lead a team, • Informal feedback and work debriefs committee membership, executive • Seeking advice, asking opinions, directorships sounding out ideas • Cross functional introductions, • Coaching from manager/others 10% Formal site/customer visits • 360 feedback • Research and apply best practice • Assessments with feedback Learning • Apply standards and processes, e.g. Six • Structured mentoring and coaching Sigma • Learning through teams/networks • Courses, workshops, seminars • Work with consultants or internal experts • External networks/contacts • eLearning • Internal/external speaking engagements • Professional/ Industry association • Professional qualifications/ • Budgeting, Interviewing involvement or active membership accreditation • Project reviews • Facilitated group discussion, e.g.: • Certification • Community activities and volunteering Action Learning • Formal education, e.g.: University© 2012 70:20:10 Forum Pty Ltd

Critical success factors for 70:20:10 An appreciation that workforce development is too important to be left to the HR and L&D departments© 2012 70:20:10 Forum Pty Ltd Photograph licenced to Duntroon Associates

Charles Jennings Join …. The 70:20:10 Forum www.702010Forum.com charles.jennings@702010forum.com  Strategic 70:20:10 Consultancy  Learning & Performance Audits  Workplace Learning Reviews  Informal & Social Learning Consultancy  Workshops & Webinars  Support & Mentoring for Transformation & Change Programmes  Strategic Learning and Performance Consultancy and Workshops© 2012 70:20:10 Forum Pty Ltd

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The 70:20:10 Framework

by Charles Jennings on Aug 04, 2011

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