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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
We will discuss …
• what is the 70:20:10 concept?
• common ways the 70:20:10 learning model is used
• some principles to follow when designing a 70:20:10
learning program
• how to support learners and managers to implement a
70:20:10 model
70:20:1070% occurs as people engage in informal learning processes such as watching others, participating in workplace routines and undertaking challenging tasks.
20% arises from mentoring and coaching (mostly from a manager or supervisor).
10% is the result of formal courses and reading.
Morgan McCall, Robert Eichinger and Michael Lombardo
80%Learning of learning is informal
Learning while working
Some learning theory for a moment
Social constructivism
We build understanding together
Lev Vygotsky
Everyone builds their own understanding
concrete experience
Observationand reflection
formation of abstract concepts based upon reflection
testing the new concepts
Kolb experiential learning
Image CC – travelwayoflife
Mirror neurons
concrete experience70:20:10 journey
Embedded into the way an organisation works.
Often focused on individual development programs
Getting started
concrete experience70:20:10 journey
Often focused on individual development programs
Getting started
Don’t make all your managers
do a course in writing
70:20:10 development plans
Embedded into the way an organisation works
concrete experience70:20:10 journey
Often focused on individual development programs
Teams10->20->70
Getting started
Start simple – role model
Embedded into the way an organisation works
concrete experienceNew roles
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Manager as learning leader
Employee as self directed learner
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Manager as learning leader
70:20:10Is the glue
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Manager as learning leader
How can L&D help managers become learning leaders?
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Employee as self directed learner
How can L&D help employees become self directed learners?
Functions of L&D
Päivi Tynjälä - Perspectives into learning at the workplace
new knowledgesharing knowledgecreating new knowledge
sharing knowledge
Rebecca needsdesign an on-boarding program for new assessors
Works closely with coach
Developing portfolio of evidence that is
measured in a CBT system
Worked examplesSimulate real cases
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Is connected to a group of peers
Starts working on partially real tasks
On-boarding for new assessors
Wants to increase knowledge sharing in his GP practice
Uses a mixture of community of practice methods
Blog and journal club once a
monthWeekly group
learning sessions
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All GPs sit in on at least one session
with a peer once a month
Team based learning programs for healthcare
One of the ways Rebecca wants to create a culture of learning is to introduce regular team retrospectives
new knowledge
creating new knowledge
Designs a program for managers in how to run retrospectives
CoP
Story-based eLearning module
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A peer observes and
gives feedback on a session
Planning templates
Over a period of time, managers
are sent tips
Blended learning program on running retrospectives
Rebecca needs to increase innovation
Project Small amount of
funding and time
Manager support for the
project
Community of Practice focused
on innovation
Mentoring
Driving innovation in teaching practices at a TAFE
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Induction to the platform and
format
24 hour global online
brainstorm
IBM online jams
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702010
What more do you need to explore?
Please stay in contact and keep the conversation going
Thank you for your participation!
Robin PetterdLearning Consultant
M: +61 419 101 928E: [email protected]: @sproutlabs_au