The Performance Support Storm represents a new trend in L&D to align with the core business. This is all about new chances and challenges for L&D, the business and organisational results.

1. THE PERFORMANCE
SUPPORT STORM
How to support 70:20:10 with performance support
Jos Arets, Vivian Heijnen and Charles Jennings
TU106

2. Challenge
Imagine you are the captain of this boat:
!
How to prepare the crew for the storm?

3. 100%
70:20:10 fieldbook

4. 70:20:10 In this session
10: of course
20: sharing knowledge with each other
70: Opportunities to reflect on your own practice

5. AGENDA
The L&D storm
!
Designing 70:20:10 solutions
!
Supporting 70
with performance support
Supporting 20
!
Supporting 10
!
Supporting 100

6. Work
Training
Total # hours

7. Total
Training
budget

8. BEFORE TRAINING
80%
20%
60%
40%
80% of performance
problems are caused by
organizational barriers,
NOT by individual
performers
!
At least 60% of training will
show declarative knowledge
instead of procedural
knowledge
!
ADDIE is used to design the
training intervention
Training design focused on
formal learning

9. DURING TRAINING
30-40% e-learning
substitution of classroom
training
10%
Training is an interruption
working while working is
learning
It’s about context, not
content
People forget like
“forgetting machines”
65%
35%
90%

10. AFTER TRAINING
80% performance support
is not available at the
moment of need
47% of all training
participants report transfer
problems
L&D present learning metrics,
no business metrics
Corporate training is not
learning at the speed of
business
80%
20%
47% 53%
Spending versus learning
spending
learning

11. Why corporate training fails

12. CHALLENGE FOR L&D
?

13. Towards 70:20:10
?

14. AGENDA
The L&D storm
!
Designing 70:20:10 solutions
!
Supporting 70
with performance support
Supporting 20
!
Supporting 10
!
Supporting 100

15. Mindset matters
Work
Learn
70
20
10

16. 20
70 10
Pull
Pull
Pull
Work Environmental
Barriers Business critical TASK
Key processes
Organizational results

17. 10 2070
Push
Work Environmental
Barriers Business critical TASK
Key processes
Organizational results

18. (online) Resources
Social learning
Tacit
knowledge
Task
Courses
Individual learning
criteria
Explicit
knowledge
Competence
Design Learning paradigm Add learning Embed learning and Extract
learning
70:20:10
Intervention matrix
Organizational results
Performance
Performance paradigm
Working = learning for managers, teams & L&D consulting

19. Activity
Use your job aid and put a mark on
the scale for one of your own
projects.

20. Courses (online) Resources
0 5 0 5

21. CHECKLIST
Training offer Resources for better
24/7 resources for everyone, with all
relevant information and knowledge,
needed to do their jobs better
Training catalogue with formal learning
offers
working = learning
Learning is not just-in-time Learning and performance support
just-in-time
Limited access for employees in the
organization
Unlimited, 24/7 access to online
resources
10:20:70 programs as leadership,
customer service, a.o.
70:20:10 programs as leadership,
customer service, a.o.
Reach is 10 til maximum of 30% of all
employees
Reach of the online resources is
90 - 100%
0 5 0 5

22. Individual learning Social learning
0 5 0 5

23. CHECKLIST
Individual learning Social learning
Knowledge ownership Knowledge sharing
Communication is connected to time,
place and presence
24/7 online communication with
everybody possible
Knowledge sharing via individuals/
teams within borders of the
organization
Knowledge development via groups
within and outside the organization
Knowledge production and sharing is
slow (articles, books), not always
accurate and relatively expensive
Knowledge production and sharing is
real time, up to date and cheap
Communication is not transparant and
only available for exclusive groups.
Supports hierarchy
Online communication is more
transparant and democratizes labor
relations
Knowledge is power Knowledge sharing is social and
respected in the community
0 5 0 5

24. Tacit
knowledge
Explicit
knowledge
0 5 0 5

25. CHECKLIST
Explicit knowledge Tacit knowledge
Accent on learning implicit knowledge
to know how to work
>80%
Accent on learning explicit knowledge
to understand learning content
>80%
Documented in learning goals Documented in performance goals
Formal tests / examinations Performance appraisals, job evaluation
conversations
Encoding tacit knowledge via practice
is hard and seems insufficiently current
and relevant in general
Encode tacit knowledge to explicit
knowledge to produce and share
knowledge via, for example, good
practices
0 5 0 5

26. Competence Task
0 5 0 5

27. CHECKLIST
Competences Tasks
Tasks are derived concretely from
organizational results
Competences are derived indirectly
from organizational results
Competences are the language of
formal learning
Tasks are fundamental to connect
working = learning
Competences are operationalized via
behavior indicators
Tasks are operationalized via
performance standards
Competence development Competence development &
compliance
0 5 0 5

28. Embed learning and Extract
Add learning learning
0 5 0 5

29. Adding learning
to work
Embedding
learning within
workflows
Extracting
learning
from work
Adding activities to
work that have the
explicit purpose of
assisting learning
Learning > Work
Learning Metrics
Learning in the moment
of apply at the point of
need
Learning as Working
Performance Metrics
Supporting workers to
learn from existing day-to-
day work activities
Work > Learn >
Improved Work
Performance Metrics

30. Learning paradigm Performance paradigm
0 5 0 5

31. CHECKLIST
Learning paradigm Performance paradigm
Accent on competence development
and formal training
Accent on organizational results and
informal learning
Talent development and career
development
Working = Learning via challenging
projects and changes in the work
environment
Knowledge development mostly via
explicit knowledge
Performance development mostly via
implicit knowledge
Accent on measurements of learning
results
Accent on measurements of
organizational results
Focus on formal learning Unlimited access to Internet
Focus on individual or team development Focus on performance
Focus on training outcomes Focus on organizational outcomes
Adding learning to work Embedding learning with workflow
0 5 0 5

32. (online) resources
Social learning
Tacit
knowledge
Task
Courses
Individual learning
criteria
Explicit
knowledge
Competence
Design Learning paradigm Add learning Embed learning and Extract
learning
70:20:10
Intervention matrix
Organizational results
Performance
Performance paradigm
Working = learning for managers, teams & L&D consulting

33. AGENDA
The L&D storm
!
Designing 70:20:10 solutions
!
Supporting 70
with performance support
Supporting 20
!
Supporting 10
!
Supporting 100

34. PROBE
Try it
How would it work with a
customer?
ACT
Just do it
Teamwork
REFLECT
Meditate on feedback
Group evaluation
SENSE
Hatch an idea
Ideas arise from
conversation
INDIVIDUAL LEARNING
!
TEAM LEARNING
!
Raelin, J. (2008).
Work based learning

35. Sense Probe Act Reflect Sense Probe Act Reflect Sense Probe Act Reflect
Act Reflect Sense Probe Act Reflect Sense Probe Act Reflect Sense Probe
Sense Probe Act Reflect Sense Probe Act Reflect Sense Probe Act Reflect
Act Reflect Sense Probe Act Reflect Sense Probe Act Reflect Sense Probe
Probe Act Reflect Sense Probe Act Reflect Sense Probe Act Reflect
Reflect Sense Probe Act Reflect Sense Probe Act Reflect Sense Probe
Sense
Steps may come in any order. At any point in time, an individual may
be in the midst of learning many things. Team members often co-learn
through conversation, collaboration and shared experience.
Sense
Act
Act Reflect Sense Probe Act Reflect Sense Probe Act Reflect Sense Probe
Sense Probe Act Reflect Sense Probe Act Reflect Sense Probe Act Reflect
Reflect Probe Act Reflect Sense Probe Act Reflect Sense Probe Act
Probe Act
Reflect Sense Probe Act Reflect Sense Probe Act Reflect Sense

36. EXAMPLES 70
Problem solving
!
Become an expert
!
Challenge yourself
!
Support yourself
!
Personal Performance Plan

37. Learning by doing

38. PERFORMANCE SUPPORT
A helper in life and work, performance
support is a repository for information,
processes, and perspectives that
inform and guide planning and action.
- Rosset, Schafer, 2007

39. Question
How much performance support do
you use during work / private?

40. EXAMPLES
PERFORMANCE SUPPORT

41. Question
How much of your services as L&D
exists of performance support?

42. AGENDA
The L&D storm
!
Designing 70:20:10 solutions
!
Supporting 70
with performance support
Supporting 20
!
Supporting 10
!
Supporting 100

43. Percentage Change in Profit
Percentage of
Employees with
High Network
Performance
0% 20% 33% 43% 59%
Organiza(ons
who
overcome
the
three
changes:
• Have
3x
more
employees
with
high
network
performance
• Achieve
an
average
increase
in
profits
of
5%
Challenge 1:
Prioritizing
opportunities
for developing
network
performance
competences
Challenge 2:
Integrating
network
learning
into formal
learning
solutions
Challenge 3:
Extending and
accelerating
network
learning across
the workforce

44. INVISIBLE LEARNING
The informal learning that is embedded
in work practices where professionals
encounter challenges that require a
learning process in order to solve them.
“This learning is more than just experiential
learning, involving everyday problem-solving.
Informal learning has a profound impact on one’s
ability to perform successfully in the workplace”
- de Laat, 2012

45. EXAMPLES 20
Feedback and working with observing
exemplary performers
!
Community of practice
!
Mentoring
!
Coaching
!
Personal Network Plan

46. EXAMPLES
SOCIAL LEARNING
marketing and sales numbers.
Thanks John, I downloaded the program.
Marketing and sales numbers have been uploaded to the library. You can download it over
Looks very promising
there.

47. AGENDA
The L&D storm
!
Designing 70:20:10 solutions
!
Supporting 70
with performance support
Supporting 20
!
Supporting 10
!
Supporting 100

48. YOUR CUP OF TEA
Inspirational events
!
MOOC and webinars
!
Simulation and gaming
!
Online learning
!
Certified training
!
Personal Development Plan

49. E-learning manifesto

50. AGENDA
The L&D storm
!
Designing 70:20:10 solutions
!
Supporting 70
with performance support
Supporting 20
!
Supporting 10
!
Supporting 100

51. 70 20
10 ! • • • • •
Pull
Pull
Pull
Organizational results
Key processes
Barriers Business critical TASK
Work Environmental
• • • • •
• • • • •

52. Activity
Take us home, captain!
Please use the intervention matrix to
determine how to prepare and
support your crew

53. SUPPORTING 100
E-services: micro-learning, performance support, social learning
Manager
Team
interventions
Improvement
case
Manager Improvement
team
Business
outcomes
Improvement case &
choosing your team
Improvement case:
work in progress
Presenting & sharing
the improvement case
Consultancy | Peer support & review | Coaching | Metrics
Target group: Manager & Small Improvement Team

54. 70 20
10 5 blocks of formal
gathering, aimed at
most • critical tasks: result-oriented
• managing • lean • team development • measuring reflecting
Pull
Pull
Pull
Organizational results
Key processes
Barriers Business critical TASK
Work Environmental
• establishing and conducting a
team performance plan • problem-solving (daily) • 1 new initiative • looking at experienced colleagues • discuss improvement possibilities
with team • perform all management tasks
(demonstrate) • conduct performance support • reflection / expert
• support by peers • support by experts • online community of
practice • support by consultants • social learning
activities

55. !
Feedback!Counts!!!!
Feedback!Counts!!!!
!
!
Your!feedback!helps!ASTD!con6nue!to!provide!top:notch!
educa6onal!programs!that!help!you!stay!on!top!of!a!changing!
profession.!
!
Evalua6on!forms!!for!this!session!are!available!via!the!mobile!app!
and!at!the!following!link:!www.astdconference.org/aCendees.!
!
Your!feedback!helps!ASTD!con6nue!to!provide!top:notch!
educa6onal!programs!that!help!you!stay!on!top!of!a!changing!
profession.!
!
Evalua6on!forms!!for!this!session!are!available!via!the!mobile!app!
and!at!the!following!link:!www.astdconference.org/aCendees.!

56. SUPPORTING 100
The Love Boat for
L&D and Organizations.