How to create a 70-20-10 development plan Most of the time, the audience for the Sprout Labs blog posts are learning and development people. I often talk about the role of managers in learning and this blog is firmly focused on helping them implement the 70-20-10 learning model in their team. In this the one hand working with an organisation on various post I’m wearing two hats. On I’m learning issues, and on the other managing my team here at Sprout Labs, implementing I’m new ways of learning. learning From both viewpoints it’s apparent that making continuous actually happen in the workplace is not easy. Typically, when an organisation starts with the 70-20-10 learning model there is a lot of focus on informal learning (the 70). This is partly because informal learning is something that learning and development with in the past. The risk with such a focus on teams haven’t been great experiential learning is that happen it happens when someone it doesn’t merely by ‘doing’, articulates and reflects upon what they have learned. Maximising the opportunities for your team members to articulate and reflect helps to build a culture of continuous learning and improvement in the team. Imagine for a moment that one of your team members, Noah, has been struggling with project management skills. Your organisation has been using the Prince project methodology but Noah is interested in the possibilities that agile project methodologies have to offer. Step 1: Which design pattern describes the learning problem? The Finnish academic Päivi Tynjälä (Tynjälä, 2010) has described the functions of learning as: Introducing new knowledge to an organisation Introducing new knowledge usually involves classic activities of learning and development, such as organising a course that is meant to change behavior. Sharing existing knowledge and practice of an organisation Sharing existing knowledge and practice is another of the classic activities of learning and what happens during an induction or onboarding program. the development. It’s It’s process of The 70-20-10 learning model can be powerful showing ‘how it’s done here’. for sharing knowledge. Creating new knowledge and new practice Creating new knowledge and practice is a relatively new function of learning and development. about building a culture of continuous learning and constructing, It’s supporting employees to learn and enabling the organisation to transform itself. (Pedler, Burgogyne and Boydell, 1997)
How to create a 70-20-10 development plan Most of the time, the audience for the Sprout Labs blog posts are learning and development people. I often talk about the role of managers in learning and this blog is firmly focused on helping them implement the 70-20-10 learning model in their team. In this post I’m wearing two hats. On the one hand I’m working with an organisation on various learning issues, and on the other I’m managing my team here at Sprout Labs, implementing new ways of learning. From both viewpoints it’s apparent that making continuous learning actually happen in the workplace is not easy. Typically, when an organisation starts with the 70-20-10 learning model there is a lot of focus on informal learning (the 70). This is partly because informal learning is something that learning and development teams haven’t been great with in the past. The risk with such a focus on experiential learning is that it doesn’t happen merely by ‘doing’, it happens when someone articulates and reflects upon what they have learned. Maximising the opportunities for your team members to articulate and reflect helps to build a culture of continuous learning and improvement in the team. Imagine for a moment that one of your team members, Noah, has been struggling with project management skills. Your organisation has been using the Prince project methodology but Noah is interested in the possibilities that agile project methodologies have to offer. Step 1: Which design pattern describes the learning problem? The Finnish academic Päivi Tynjälä (Tynjälä, 2010) has described the functions of learning as: Introducing new knowledge to an organisation Introducing new knowledge usually involves classic activities of learning and development, such as organising a course that is meant to change behavior. Sharing existing knowledge and practice of an organisation Sharing existing knowledge and practice is another of the classic activities of learning and development. It’s what happens during an induction or onboarding program. It’s the process of showing ‘how it’s done here’. The 70-20-10 learning model can be powerful for sharing knowledge. Creating new knowledge and new practice Creating new knowledge and practice is a relatively new function of learning and development. It’s about building a culture of continuous learning and constructing, supporting employees to learn and enabling the organisation to transform itself. (Pedler, Burgogyne and Boydell, 1997)
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