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Implementation strategy 702010

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Embed and extract learning in work, 70:20:10 is the buzz word. It is linked to performance and performance support.
What is the embedded learning design? what is the dream and destination?
For sure, it is a new learning paradigm.
Best practices are scarce!

CasCas presents a visualisation of the 702010 destination. Subsequently I present a journey, an implementation strategy. Based on the image of the future, I describe the tasks and contribution of Learning & Development professionals.

Please feel free to give your feedback and your improvement suggestions

Implementation strategy 702010

  1. 1. Learning and change at work 70:20:10 Implementation strategy CasCas Kas Burger www.cascas.nl Blog: www.kasburger.blogspot.nl Tel. 06 51829114
  2. 2. Urgency learning at work • Develop talents is Key • Innovation and learning is key to survive • Learning results should be higher • Learning should support business in speed • It should be cheaper • Managers have not enough time to support their employees with learning • Engagement employees is low • Learning in training often fails
  3. 3. Serious learning (A(s)TD, 2014) Characteristics serious learning: • Performance focused • Meaningful to learners • Engagement driven in social networks • Values authentic contacts • Realistic decisions • Individual challenges at work • Spaced practice • Real world consequences
  4. 4. Questions • How to organize: – informal learning and learning at work? – the learning organization ? – learning in a business in speed ? • What to do so that people will give each other feedback at work and ask for feedback. • How to facilitate sensemaking for knowledge generation ? • How to avoid that learning means an extra workeffort for managers? • What to do so that people learn from day-to-day workexperiences? • How to change behaviour patterns and convictions? • What to do, so that learning sustains? Do you join?
  5. 5. Why training fails • 80% of performance problems are organizational and not linked to knowledge and skills (Jennings, 2014); • Connections with peers and context are not established; • People forget quickly, repetition is not organized (brain theory); • Evaluation is focused on learning metrics, no business metrics; • Transfer problems, in particular in case of behaviour; • Training is not learning in the speed of business. Learning is not connected in the workplace!!
  6. 6. Traditional learning model design Kick-off Personal intake event 1 event 2 event 3 Kick-out Personal business assignment Online learning and community Conversation with manager Intervision Prepa- ration
  7. 7. A dream and a new paradigm ! • Best practices are scarce ! • What means embedding and extracting learning in work? • With a vision and a design for the future, develop your strategy and subsequently assess the role and contribution of L&D professionals and external suppliers to arrive at the destination: embedded and sustainable learning in work • CasCas presents a design and an implementation strategy. Embed and extract learning in work 70:20:10 (Charles Jennings) High performance
  8. 8. Learning embedded in work • Learning via team and groups – learning is social and teammembers are key to sustain learning • Strategy deployment, team challenges and results. – Learning embedded in performance cycle (HR cycle) • Learning by doing and organization of experiences • Unlimited access to online resources • Learning is social: role mentor, Enterprise social network (ESN) and CasCas !! • Role and support by manager • Peers and manager support workers to learn from day-to-day work activities • Learning climate and culture; Learning principles are important in organization of work
  9. 9. Team and work design • Team or group is the centre for learning and change • Team targets (challenges) • Team is key to sustain learning • Work together and learn together • Have conversations, face2face and in a social network! • Reflect and share about learning experiences in your team • Facilitate and empower to give feedback in work • Knowledge development in your team(s) Start meeting Team Performance meeting Team Performance meeting Team
  10. 10. Results and performance • Start with organizational results and performance; strategy deployment • Consider to start with a change project (urgency) • Determine team challenge and personal challenges • Measure organizational, team and individual results, using KPI’s Start meeting Team Performance meeting Team Performance meeting Team Adjust personal challenges Progress teamchallenge Determine: Teamchallenge(s) Personal Challenges Learning objectives Adjust personal challenges Progress teamchallenge Results Evaluation Measure output Celebrate successes
  11. 11. Embed learning in performance and HR cycle • Assess team challenges • Assess team learning objectives • Assess personal challenges, linked to team challenge • Assess personal learning objectives • Monitor progress in team meetings • Monitor individual progress, supported by mentor and teamleader
  12. 12. Do it! • Learning by doing • Organize experiences Start meeting Team Performance meeting Team Performance meeting Team Adjust personal challenges Progress teamchallenge Determine: Teamchallenge(s) Personal Challenges Learning objectives Adjust personal challenges Progress teamchallenge Results Evaluation Measure output Celebrate successes Action Action
  13. 13. Unlimited access to learning resources Learning resources are accessible and relevant • Enterprise social network and CasCas • You tube channel and E-learning modules • Digital university – knowledgebank Action Action Evaluation Measure output Celebrate successes Results Adjust personal challenges Progress teamchallenge Determine: Teamchallenge(s) Personal Challenges Learning objectives Start meeting Team Performance meeting Team Performance meeting Team Adjust personal challenges Progress teamchallenge Coaching mentor CasCas CasCas Coaching mentor You tube You tube ESN ESN E-learning E-learning Knowledgebank Knowledgebank
  14. 14. Learning is social • Conversations • Collaboration • Share experiences • Feedback, interact and use arguments • Make sense
  15. 15. Use Enterprise social network • Engagement driven in social networks (+ gamification?) • Knowledge development via groups and social learning • Online communication and interaction • Online communication is transparant • Knowledge sharing is social and valued in the community • Knowledge generation • Facilitate sense-making • Role community leader
  16. 16. CasCas - app Supports personal learning and change at work • Personal learning objectives • You are owner • Explicit intentions and organize experiences! • Psychological contract • Feedback by mentor and eventually a coach • Support / feedback by peers • Role of teamleader: manage learning employee – planning, monitoring and evaluation
  17. 17. Mentor (coach) At least 1 person dedicates time for you and is for you! Support learning processes by mentor(buddy): • Feedback on learning objective • Feedback about choice learning activities; • Feedback on reflections worker; • Suggestions about follow-up activity. Organisation: • Choice mentor by worker • Organize and facilitate time investment mentor • Short training mentor Criteria for choice: • A colleague, not someone form HR • Affinity with support (likes to help) • Makes trust and safety true • Has the courage to be critical based on respect
  18. 18. Role Teamleader and Manager Involve teamleader and his/her manager; they are Key !! • is process owner team learning process; • explains performance evaluation criteria; • stimulates learning from day-to-day activities; learning is on the agenda continuously; • shows desired behaviour (modelling); • creates challenging workplace and projects for each worker; • creates favourable work conditions; • monitors ‘doing’ and manage learning by employee; • sustains learning experiences No extra time investment is asked with regard to learning employee
  19. 19. Action Teamleader and department manager Action Coaching mentor CasCas CasCas Evaluation Measure output Celebrate successes Results Adjust personal challenges Progress teamchallenge Determine: Teamchallenge(s) Personal Challenges Learning objectives Start meeting Team Performance meeting Team Performance meeting Team Coaching mentor Monitoring teamleader Conversation manager teamleader Coaching Teamleader by manager Coaching teamleader by manager Conversation manager and teamleader Monitoring teamleader You tube You tube Adjust personal challenges Progress teamchallenge ESN ESN E-learning E-learning Knowledgebank Knowledgebank E-portfolio E-portfolio
  20. 20. Klik om de stijl te bewerken Implementation journey
  21. 21. Conditions • Is management willing to organize learning in work? • Does management actively support learning in work? (resources, communication) • Is learning key in your business? (knowledge company / innovation), • Is management interested to organize workprocesses according to the principles of learning; • Time and resources are organized and available? • Involve manager and teamleader • Reconsider role L&D-professional
  22. 22. Implementation journey 70:20:10* • Considering – build a deeper understanding of the model and considering its value to help you respond to your organization’s key drivers and specific challenges. • Developing – build your business case, agree on principles, engage stakeholders and consider your readiness to implement. – Look for an enthusiastic and motivated department manager • Planning and preparation pilot – develop your strategy, plan the governance structure and operation, identify methodologies, technologies and processes and consider piloting and communications planning. – prepare team leader(s) and department manager – train and coach L&D professionals – develop learning resources – prepare community leaders * Adapted from : 702010 forum
  23. 23. • Piloting – run pilots and plan the details of 70:20:10 implementation using mitigation guides to understand and manage risks – run workshops to better understand resourcing implications. – communicate results • Implementing – determine metrics and analyze waste in existing processes, – work with sponsors to enroll line leaders to develop others, – build a robust communications strategy and change management plan. • Embedding – integrate 70:20:10 more deeply within operating rhythms, – broaden experiential and social learning, – further develop line leaders and L&D capabilities – work to create a culture of learning innovation and continuous improvement.
  24. 24. Process interventions L&D • Train teamleaders on-the-job – how to organize and facilitate team events. – how to facilitate learning from day-to-day activities. Link to team meeting. – how to share know-how; using knowledge jams. – …….. • Workshops for workers: – Strengthen learning capabilities: giving feedback, assess relevant (learning) activities and how to organize and do reflections. – how to organize and practice sensemaking. • Coach the manager how to create appropriate conditions; – for example challenging workassignments and supportive learning climate. • Short training for mentors how to support peers.
  25. 25. Action L&D interventions implementation journey 702010 Action Coaching mentor Monitoring teamleader CasCas CasCas Training…… Training…… Evaluation Meusure output Celebrate successes Results Conversation manager teamleader Coaching Teamleader by managerWorkshop Conversation manager and teamleader Adjust personal challenges Progress teamchallenge Determine: Teamchallenge(s) Personal Challenges and Learning objectives Start meeting Team Performance meeting Team Performance meeting Team Coaching mentor Monitoring teamleader You tube You tube Adjust personal challenges Progress teamchallenge ESN ESN elearning elearning Coaching Teamleader by manager Knowledge bank Knowledge bank Coaching Coaching CoachingCoaching L&D L&DL&D Workshop Workshop Workshop Workshop
  26. 26. L&D prof. supports team sessions Meetings: • Starter team meeting – Topic: strategy deployment, peer support • First performance team meeting – Topic: feedback, reflection and assess activities • Second performance team meeting – Virtual feedback and knowledge generation Other activities: • Keep learning resources up-to-date; • Community leaders support Enterprise social network; • Organize open theatre- incompany ‘Tedx’; • Communicate • ……….
  27. 27. End kas.burger@cascas.nl 06 51829114 www.cascas.nl
  28. 28. Change behaviour: Do it!! • Asks doing continuously and once a breakthrough will be established • Keep moving and build on small wins. • It is not always fun and means struggling. • You need other people and support. So: • Organize application of new behaviour at work; • Make short term actionplans and organize repetition;; • Worker describes activities him or herself; • Someone is supporting you: a mentor or buddy. Sources: behaviourism and brain theories

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