The 70:20:10 Framework

70:20:10 Learning Approaches Charles Jennings Director. Duntroon Associates Partner, Internet Time Alliance . All content © copyright Duntroon Associates or licensed for Duntroon use except where stated. Not to be distributed in electronic format without prior permission. 1 No content to be copied without prior permission

first, a question ..Photograph licenced to Duntroon Associates 2

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… 3

where did this learning experience occur? A. in a classroom, seminar or workshop? B. while trying to complete a task?Photograph licenced to Duntroon Associates 4

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 taskApprox. 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. 5

learning maturity know- know- how who yet many formal learningknow interventions are still:- what  information-rich  interaction-poor We are moving from a „know-what‟ to a „know-who‟ and „know-how‟ world. 6

the emerging 70:20:10 framework Photograph © Charles Jennings 7

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” 9

the 80:20 model 80% 20% „INFORMAL‟ LEARNING FORMAL LEARNING“Informal learning is generally more effective, less expensive and better received than its formal counterpart” 10

Informal Learningis not “haphazard” or “random.” 11

formal / informal - it‟s not either / or Learning to ride a bicycle is mostly informal Learning maths is mostly formal 12

to help people thrivein this new environment … 70:20:10..we need a framework forthinking outside the classes,courses and curricula mind-set 13

the 70:20:10 framework 70% 20% 10% LEARN & DEVELOP LEARN & DEVELOP LEARN & DEVELOP THROUGH THROUGH THROUGH STRUCTURED EXPERIENCE OTHERS COURSES & PROGRAMS 90% = EXPERIENTIAL LEARNING & DEVELOPMENT 14

70:20:10 Painting © Deborah Russell 15

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 thepeople 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 learnedinformally through discussions with co-workers, self-study, mentoring bymanagers and similar methods. 25% were gained from formal training” CapitalWorks study Painting: © Deborah Russell Source: Jay Cross and others 16

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 * see Internet Time Alliance website 17

The origins of 70:20:10 Prof Alan Tough (1936 - )“about 70% of all learning projectsare planned by the learner himself”“we also interviewed 10-year-olds and 16-year-olds. Their out-of- “look below the waterline” school learning is extensive” in „The Adult‟s Learning Projects‟ 1971 18

The origins of 70:20:10 19

The origins of 70:20:10“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) 20

Managers and 70:20:10 top 5 frequently used activities (% of managers)Also seen asmost effective Also seen as most effective Source: Peter Casebow & Owen Ferguson: GoodPractice.com survey of leaders and managers, January 2010 21

Some organisations using the 70:20:10 reference model22

70:20:10 in practice Photograph © Charles Jennings 23

Typical “70” activities  Opportunities to apply new learning and skills in real situations  Opportunities to reflect and learn from projects  Assignments focused on new initiatives  The chance to work as a member of a small team  Assignments providing cross- divisional or cross-regional experience  Co-ordinated swaps and secondments Photograph © Charles Jennings 24

Typical “70” activities  The opportunity to carry out day- to-day research  The opportunity to develop a specific expertise niche  An assignment providing new product experience  ………. Photograph © Charles Jennings 25

Typical “20” activities  Formal and informal mentoring  Informal feedback and work debriefs  Learning through team work  Building strong internal and external networks  Professional and industry association membership  Facilitated group discussion  Action Learning  ….. Photograph © Charles Jennings 26

Typical “10” activities  Structured induction/onboarding programmes  Activity-based workshops  Immersive and interactive eLearning  Simulations and game-based learning  Structured development delivered via multiple channels (F2F, „e‟, „m‟ etc.)  ….. Photograph © Charles Jennings 27

The role of L&D in 70:20:10 28

70:20:10 fundamentally changes therole 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 courses, programmes, curricula (work/learning environments) Design and develop course Focus on supporting learning materials for formal, structured experiences in the workplace learning Course-centric role (with a little Performance-centric role. coaching and ancillary activities) Helping people Work Smarter Classroom-based blended with Many channels – classroom, some structured eLearning eLearning, virtual labs, learning „nuggets‟, workplace support etc. Learning-focused Performance and productivity- focused 29

some tangible actions for L&D to deliver results through 70:20:10Support the workplace Help workers improve Create a supportive org.learning process their learning skills cultureProvide time for self-directed Explicitly teach workers how to Establish a budget for workplacelearning in the workplace learn effectively and social learningCreate useful peer-rated FAQs and Support opportunities for meta- Support innovation and help makeknowledge bases learning failure „OK‟Provide places for workers to Share ways others have learned Incorporate the „70‟ and „20‟congregate and share experiences topics, subject areas and specific aspects of learning into the heart of tasks your L&D strategySupplement self-directed learning Enlist learning coaches to assist Position learning as a growthwith mentors and experts and encourage reflection experience and not something that workers need others to „do to them‟Build networks, blogs, wikis, and Explain the „know-how‟ and „know- Conduct a learning culture auditknowledge bases to facilitate who‟ framework to facilitate a shiftdiscovery from „know-what‟Use smart technology to make it Calculate the lifetime value of a Add learning and teachingeasier to collaborate and network learning customer‟ to L&D objectives and goals to job descriptionsEncourage cross-functional Encourage learning relationshipsgatherings and sharing and professional communities 30

The role of managers in 70:20:10 31 31

why managers matter in 70:20:10 Employees Reporting Employees Reporting to Manager A to Manager B Manager A is Manager B is very ineffective at effective at developing developing employees 125employees 25 - 27 } 25-27% Performance Improvement 100 100 directly attributable to Manager B‟s effectiveness at employee developmentPerformance of Employees Reporting to Performance of Employees Reporting to Manager A Manager B Source: Corporate Leadership Council / Learning and Development Roundtable Employee Development Survey 32

why managers matter in 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 BOrganisational 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 33

15 manager-led activitiesthat improve performanceExplain 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% Create IDPs 12.0% Experiential Learning Feedback on Performance Weaknesses 11.9% has far greater impact than „teach Help Apply New Skills/Knowledge 11.6% new 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 34

Some Practical Applications of 70:20:10 35

Cranfield University / BAE SystemsThe “70 & 20” within the “10” 36

Cranfield University / BAE Systems The “70 & 20” within the “10” BAE Systems Commercial Leadership Programme“more and more we are beingasked to work with organisationson what they often refer to as the70/20/10 approach to talent 70%management” 20% Bill Shedden, Director of 10% Customised Executive Development, Cranfield University. 37

70:20:10 approach for Managers Goldman Sachs „Reverse Engineering‟ Leadership Development approach Photo: Inti Acevedo 38

Goldman Sachs „Reverse Engineering‟ Leadership Development approach • Sample Selection: Senior leaders selected as role models for commercial success and people-development capabilities based on line-manager input. 1. • Interviews: “reflecting over the course of your career; what would you say have been the most meaningful source of your development?” 2. • Outputs: Principal sources: • On-the-job experiences • Support from direct manager • Development of informal mentor network 3. • Formal education and training*Goldman Sachs Pine Street Leadership Development Incubator - 2000 Photo: Inti Acevedo 39

Goldman Sachs „Reverse Engineering‟ Leadership Development approachGoldman Sachs experience- oriented IDP templates Photo: Inti Acevedo 40

20% 70% Job 10%Families Job Roles Competency Framework 70:20:10 model General Skills applied here Professional Skills 41

20% 70% Learning On the Job 70% 10%• Apply new learning in real situations• Use feedback to try a new approach to an old problem• New work within role• 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 20% Learning• Coordinated swaps or secondments• Stretch assignments through Coaching,• Interaction with senior management, Feedback, Networks e.g.: meetings, presentations• 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 42

linking development objectives to 70:20:10 70:20:10 development objectives 44

are HR and Learning Ready for 70:20:10 ? Photograph: Sylvain Favé 45

how do we manage the 90%? Wrong Question! ..embracing, encouraging andsupporting the „70‟ and „20‟ is part of a greater workplace cultural change 46

Critical success factors for 70:20:10 47

Charles Jennings  Strategic 70:20:10 Consultancy Duntroon Associates  Learning & Performance Audits email: charles@duntroon.com  Workplace Learning Reviews Web: www.duntroon.com  Informal & Social Learning Consultancy Twitter: @charlesjennings LinkedIn: charlesjennings  Workshops & Webinars Skype: charlesjennings  Support & Mentoring for Transformation & Change Programmes Blog: charles-jennings.blogspot.com (or from www.duntroon.com)  Strategic Learning and Performance Consultancy and Workshops Internet Time Alliance www.internettimealliance.com All content © 2011 copyright DuntroonBlog: http://internettime.posterous.com Associates or licensed for Duntroon use except where stated. Not to be distributed in electronic format without prior permission. No content to be copied without prior permission 50

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The 70:20:10 Framework

by Charles Jennings on Aug 04, 2011

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