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A workplace where learning is work and work is learning

Learn more every day with 70:20:10

Learning phiLosophy

CoMpETENCE ANd LEARNiNG

02 CoMpETENCE ANd LEARNiNG Learning philosophy

DNV GL is a knowledge-based company. We rely on having agile workers who are able to quickly access the knowledge needed to perform their job, wherever they are in the world. This means being able to capture and reuse our knowledge across DNV GL.

To spread and transfer knowledge fast and when needed, traditional approaches to delivering training, such as classroom courses and e-learning, are simply not enough. Despite our best efforts, training courses and programs just can’t keep up with the volume and volatility of information. So, how can we begin to address the learning needs of our workforce, and bring learning closer to everyday work?

Learn More eVery Day

This document describes DNV GL’s view on ways of learning and what we believe will make a greater impact. This is our learning philosophy and the role we need to take in order to implement it.

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For some competence areas we will continue to offer courses, but we will focus on improving the outcome of the courses through reflection and application of the knowledge acquired in the work setting. However, to handle the future need for faster competence building and sharing, we need to think differently:

■ Faster access to knowledge and resources through the right channels when needed

■ Classroom training and e-learning not sufficient on their own

■ Ensure we get impact for the money invested

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Ways oF Learningour approach

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■ We need solutions that are flexible and closer to work in order to learn faster, better and smarter.

■ We need to set up arenas to facilitate and support informal learning, encouraging people to connect and share.

■ We need to make sure that people can find the knowledge they need, when they need it, and through the most effective channel.

■ We need to transform our line managers to performance managers.

“We leverage new ways of learning to deliver business-driven initiatives that support DNV GL in achieving results.”Kim RolfsenGlobal Head of Competence and LearningDNV GL – Oil & Gas

“Our Learning Philosophy in DNV GL is all about taking seriously the different arenas where people actually learn – on the job, peer to peer and in networks and through formal courses.”Cecilie HeuchGroup CHRO, DNV GL

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Empirical research and workplace surveys show that workers learn more at work than in a classroom.

Bring Learning cLoser To The WorKpLace

70:20:10We believe that the most effective way to learn is to apply and practice on-the-job and real-life situations.

The 70:20:10 learning and development model is based on various research, particularly by Michael M. Lombardo and Robert W. Eichinger, Center for Crea-tive Leadership. By starting with defining the perfor-mance results we want to achieve, we will be able to adopt a business-driven approach to learning.

The 70:20:10 model is not a fixed formula, but provides a guideline for creating a blend of different learning activities which together provide powerful learning. Lombardo and Eichinger stated that the most likely mix will be:

■ 70% from on-the-job experiences, tasks, and problem solving – the most important aspect of any learning and development plan

■ 20% from feedback, coaching and networks ■ 10% from formal courses

The model supplements formal learning with learning from experience and mentoring, and highlights the relative importance of on-the-job learning experiences.

What we will doWe believe that adopting an approach based on the 70:20:10 model will support DNV GL in creating learning solutions with greater impact. The compe-tence and learning function in DNV GL has therefore moved from having the strongest focus on traditional classroom and e-learning solutions towards helping DNV GL facilitate learning on-the-job.

Activities linked directly to work will be the main building blocks in a true blended learning solution. The 70:20:10 model is our reference model. Although the ratio will vary from situation to situation, the main focus will be on bringing learning closer to work to ensure greater impact.

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We believe that learning takes place and lasts when we integrate formal and informal elements.

ForMaL anD inForMaL

Formal and informal learning complement each other, but the fact is that the majority of learning occurs through informal learning and real-life projects. Informal learning can occur when an employee shows a colleague how to improve a specific task. It can occur in a meeting, by the coffee machine, in all types of networks, and through media such as newsletters, magazines, journals and books.

What we will doDNV GL will focus on this in the development and implementation of learning solutions. We will support our content owners and key stakeholders in identifying and creating solutions that help people connect and share to improve performance and build knowledge.

Our future solutions will be designed around collaboration sites, social media but also physical meeting places at work. In addition we will continue focusing on modern knowledge sharing arenas and technology supported learning, like the usage of videos and express learning solutions, to bring learning faster and closer to work. We recognise that it is hard to manage informal learning, but we will support and facilitate for it through targeted learning activities aligned with specific business needs from management in various parts of DNV GL.

From formal activities to connecting people

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In our knowledge-based organisation, the work increasingly involves figuring out unknowns.

FroM MeMorising To searching

Performance support■ Performance support

is anything that helps people do their job easier and better, right at the point of need.

■ We believe that equally important to know a subject is to know where to find information specific to your need.

■ While only a handful of people need to be experts on a subject, all of us need to access the right information in order to do our jobs.

Traditional training requires users to step away from productive work in order to learn. We develop and offer a range of courses and programs without really knowing what the business and performance impacts are. According to both research and our own experi-ence, it is quite likely that the impact is limited. We be-lieve that to accelerate learning, we need to find ways of embedding learning into our daily work and busi-ness processes to help employees apply knowledge, adapt to changes, and solve problems in real-time.

Performance support is a concept where the core idea is to reduce the need for formal training and enhance transfer of knowledge. We do this by providing im-mediate information to employees while they work, delivering just the right amount of information at the moment of need. Some examples are searchable in-formation resources, simple software apps, and other media-based reference material. Performance sup-

port is embedded in the work process to ensure that employees are able to do their job better and easier.

What we will doThe competence and learning function in DNV GL will actively seek to develop learning solutions based on a thorough analysis of performance needs. We will leverage knowledge management tools and pro-cesses in DNV GL in order to facilitate various support concepts.

“You can’t teach people everything they need to know. The best you can do is position them where they can find what they need to know when they need to know it.”Conrad Gottfredson, PhD. and Bob Mosher, Ontuitive

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Our business-driven learning initiatives require managers to re-discover their role as learning facilitators, actively looking for learning opportunities in daily work.

FroM Line Managers To perForMance Managers

Our success factors

The manager must ensure that, when using formal, planned training activities, these must be aligned with the unit’s goals and KPIs. Employees returning from training must get opportunities to apply their new skills in job situations, and to reflect and learn in projects.

The manager will be a coach and a mentor, facilitating informal learning by setting up and promoting arenas for reuse and sharing.

Properly implementing the MIP process, as well as working systematically with the individual develop-ment plan, supports both managers and employees in succeeding with performance improvement.

Senior executives are important ambassadors for a new business-driven approach to performance man-agement. HR and employees need to understand the learning philosophy’s implications for their role in the organisation. In developing optimal learning initia-tives, we therefore need to collaborate with a wider range of stakeholders across DNV GL.

Projects are a cost-efficient and effective way of delivering services to our customers. They are also an effective arena for learning. Project managers need to identify learning opportunities in their projects and build teams to maximise these development oppor-tunities. Knowledge sharing and reuse need to be considered an important success factor in projects, and resources allocated accordingly.

■ A strategy and governance model that supports learning beyond the classroom

■ Enhanced focus on learning in projects

■ Optimal use of the MIP process

■ Implementation of 70:20:10

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Learn MoreeVery Day WiTh 70:20:10“We will leverage ways of learning to deliver business-driven initiatives that support DNV GL in achieving results.”

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Learn MoreeVery Day WiTh 70:20:10

“DNV GL’s dedication and passion for designing and implementing a 70:20:10 learning approach is impressive. This is clearly where learning needs to go in the future, and it challenges the traditional practice of learning and development.”Roland deiser, PhD, Chairman, Executive Corporate Learning Forum and Senior Fellow, peter F. drucker School, Claremont Graduate University, USA

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dNV GLDriven by its purpose of safeguarding life, property and the environment, DNV GL enables organisations to advance the safety and sustainability of their business. DNV GL provides classification and technical assurance along with software and independent expert advisory services to the maritime, oil & gas and energy industries.

It also provides certification services to customers across a wide range of industries. Combining leading technical and operational expertise, risk methodology and in-depth industry knowledge, DNV GL empowers its customers’ decisions and actions with trust and confidence. The company continuously invests in research and collaborative innovation to provide customers and society with operational and technological foresight. DNV GL, whose origins go back to 1864, operates globally in more than 100 countries with its 16,000 professionals dedicated to helping their customers make the world safer, smarter and greener.

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