issue no.8 spring 2016
and then thrust on employees who can be caught unaware and feel resentful. Does your learning plan set aside time to educate the team on the basics and logic behind your business strategy? Do they understand “why” they need to do what you are asking them to do?
and skills. In the Learning and Development ‘old world’, it wouldn’t be uncommon to invest the bulk of time and resources into a single training event, with less thought given to the support mechanisms that the employee requires back in the workplace.
It can be easy to forget that your employees might not have the same vision as the leadership team who have been working on an initiative for months. If employees do not understand the rationale for change it can affect their receptiveness to any learning program, no matter how good it is.
In fact, it is widely recognised that around 90% of learning occurs outside the training room, through workplace experience, dealing with real world challenges and informal social interaction with work colleagues, whether it be through coaching, personal networks and more recently through social media channels. This is what the 70/20/10 framework represents – the breadth of all learning that takes place. It also presents a range of options about how you can structure learning for maximum effectiveness and the tools that are available when your team need them most. (see Figure 2)
When employee training is central to a business initiative from the start, multiple touch points can be created to ensure employees share the vision, feel consulted and have the opportunity to build knowledge and skills over time. 4. How do you engage them? The 70:20:10 framework recognises the realities of how people typically develop workplace knowledge
Some companies have had great success with 70/20/10 because
they put processes in place to support it. Others have challenges because they haven’t implemented the necessary cultural changes and ensured there’s on-the-ground support. Recognising that learning and development is not always a single event (i.e., a training course or an eLearning module), and that it evolves as the employee gains experience and exposure to new situations is key. Providing the right type of learning opportunities at the right time allows employees to build and retain knowledge and to expand their skills incrementally, improving retention. This is known as “a blended approach to learning,” where a variety of learning modalities are employed at different times through the employee’s “learning journey”. Each element of a blended learning program needs structure and a robust learning strategy to link together all the pieces of the puzzle. (see Figure 3)
Spark Magazine Spring 2016 The fuel for business