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Development plan

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Facilitating the learning journey

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The Talent Learning Partner

• A Learning Partner is a Human Resource Development professional who challenges, inspires and helps out a Talent to build, advance and realize his/her learning practice.

• The Talent is the owner of and accountable for his/her learning and development, therefore the Learning Partner only functions as a catalyst.

• The Learning Partner conducts recurring dialogues with the Talent in order to support him/her:

− Identify development needs

− Transform development needs into 70:20:10 development plans and actions

− Trace and document the progression of the development process

− Link communication and co-operation regarding development plans and actions between the relevant stakeholders in the Talent’s learning process

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High Performers in a 70:20:10 perspective• High performers have usually quickly mastered the basics. This was

achieved often, but not always, using structured development approaches.

• They have spent hundreds of hours using practice, trial-and-error, and self-testing to sharpen their capabilities.

• They are embedded in their professional community both within and outside their organisation. They regularly share their expertise across their network and also call on colleagues as informal coaches and mentors when they need advice and help.

• They have on-the-job performance support at fingertips. They know where to find the answers to the challenge-at-hand, whether it is via their own personal knowledge management resources or simply by knowing who will be best able to help them.

• They have undertaken thousands of hours of experience + reflection, sometimes alone, sometimes with their manager and team, and sometimes with their professional network

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The 70:20:10 Model

70:20:10 views development as occurring through three basic types of activity:

Experience (70): learning and developing through day-today tasks, challenges and practice.

Exposure (20): learning and developing with and through others from coaching, exploiting personal networks and other collaborative and co-operative actions.

Education (10): learning and developing through structured courses and programs.

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Related roles

Long-term perspective

Day-to-day perspective

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Training vs Development

• Focus on the present• Maintains status quo• Adheres to standards• Transactional• Focuses on the role• Encourages compliance• Focuses on efficiency• Focuses on problems

• Focus on the future• Catalyzes innovation• Focuses on maximizing potential• Transformational• Focuses on the person• Enphazises performance• Focuses on effectiveness• Focuses on solutions

Training Development

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Four Key Elements of Learning

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The New World of Learning

Approaches to learning need to adapt if they are to succeed in our world of rapid change and innovation.

Old World New World

Store Knowledge Find Knowledge

Learning Events Continuous Learning

Learning by Knowing Learning by Doing

Just in Case Just in Time

For Everyone For the Individual

Learning enabling work Learning as part of work

Formal (10%) Formal and Informal (70:20:10)

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Learning and Work are Merging

Organizations with strong informal learning capabilities, including the adoption and use of social learning tools, are 300% more likely to excel at global talent development than organizations without those competencies.

Reported by Bersin & Associates

(now Bersin by Deloitte)

March 201

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New Challenges

Organisations are facing new challenges that cannot be fully met through use of traditional learning approaches alone. These include:

Complexity Challenges

Increased scope of work

More multitasking / fast switching

More specialisation

Information Challenges

Rapid growth

Increasingly Unstructured

Shorter half-life

Work Challenges

Increased volatility

Rising complexity

Higher employee ‘churn’

Connectivity Challenges

Hyper-connected environments

Globalisation

Booming social connectivity

70:20:10 Framework - Origins

“Lessons learned by successful and effective managers are roughly:

70% from tough jobs20% from people (mostly the boss)10% from courses and reading”

Research by McCall, Morrison, Lombardo & Eichinger

at the Center for Creative Leadership

70:20:10 Typical Activities

20%

70%

10%

on-the-job experienceapplying new learning in real situations

solving problems, special assignmentsproject reviews, reading guides & manuals,

new work within role, increased span of control,exposure to other departments and roles

stretch assignments, community activities

mentoring, reverse mentoringcoaching, informal feedback

internal and external networks,teamwork, professional associations

action learning

structured programmesactivity-based workshops

seminars and masterclassesprofessional development, business schools

eLearning modules and courses

EXPERIENCE

EXPOSURE

EDUCATION