Schlagwortarchiv für: methods and tools

70-20-10 model: Why we MUST apply it to Business English training

/2 Kommentare/in , /von

I recently outlined how the 70-20-10 model can be applied to Business English training solutions.  By applying the 70-20-10 philosophy to Business English training and integrating on-the-job and social learning alongside traditional approaches, companies can comfortably overcome the challenges they face:

  1. the challenge of urgency – training needs to deliver tangible improvements quickly
  2. the challenge of availability – taking people out of the workplace for training is becoming increasingly difficult

Put simply, time is money and the sooner your employees can perform the required tasks to an appropriate level, the greater the benefit to your company.  This means that learning has to be engaging, relevant, and above all easily transferable to the workplace.

Obviously, on-the-job learning (the 70% guideline) is as relevant and transferable as possible. Without the traditional training (the 10% guideline), the informal learning may never happen – but the key is to make this 10%  a “multiplier”.  Explicitly connecting this on-the-job and social learning to traditional approaches is essential. You should expect that traditional training becomes increasingly relevant and transferable by using the on-the-job learning as a springboard.  What have you seen on-the-job that also needs attention away from the job ?  Following the 70-20-10 philosophy means that speed of performance improvement increases due to training at and in the workplace.

DOWNLOAD THE CAN-DO TOOLBOX


How the 70-20-10 model,when applied to Business English training, can save time and money

As we all know, time is a precious commodity in today’s workplace. Traditional training approaches mean time away from the workplace. Whether it be technical, management, IT or language training, this time away from the workplace is costly and limited.

The issue of availability is compounded even further when we look at how much time language training can eat up.  The training time and investment required to develop language skills is truly daunting.  Industry guidelines talk about 150- 200 hours to move from a CEFR B1 to B2 level. Relying solely upon a formal classroom-based approach (face to face or virtual) just takes too long. For example, if a learner has one “class” per week of 90 minutes, and they consistently take part 3 out of 4 times (an optimistic target for most busy professionals) the learner will need at least 3 years of continuous training to “move up a level”. These figures are quite rightly shocking to any manager and to their budget! Traditional formal training alone cannot be the answer. This is where the 70-20-10 model becomes invaluable.

By setting up a more holistic approach and supporting, nurturing and creating opportunities for social and on-the-job learning you can reduce both the time and investment required – while at the same time building motivation and engagement amongst the employees.  The ratios do not have to be strictly followed – rather each of the three approaches needs to be encouraged.

Next time we’ll look at some proven practical tips for integrating the  70-20-10 philosophy into your Business English programs. Let us know if you have any experience with the 70-20-10 model in the comments area below. Want to learn more about how we use the 70-20-10 model in our training? Click here.

70-20-10 Model: 5 Implementation Tips

/2 Kommentare/in /von

What is the 70-20-10 model?

As we mentioned last week in our blog post, the 70-20-10 model has been around for a few years now, and reflects the increasing awareness that learning is not just about “traditional” training (whether it be a seminar, classroom, or an e-learning program). Research has shown we actually acquire most of the knowledge, skills and behaviours we need to perform our jobs through actual experience and working alongside others.

The 70-20-10 model has its origins in the work of McCall, Eichinger and Lombardo from the Centre for Creative Leadership. Their book, “The Career Architect” (1996), is based on empirical research and concluded that successful managers learned in 3 different ways:

  • 70 percent of learning comes from real life on-the-job experiences, tasks and problem solving
  • 20 percent of learning comes from feedback, working with and observing role models
  • 10 percent from “traditional” training

In our last post we talked about why you should think about implementing the 70-20-10 model.  Now, let’s take a look at how you can implement it at your company.

5 Practical tips for implementing the 70-20-10 model in your company

1.  Enable experiential learning – this is key when we consider that 70% of learning comes from “doing”. Giving employees the opportunity to learn through challenging yet achievable experiences is one the most powerful and practical tools in a manager’s toolbox.

Experiential learning can come through new roles and equally occur within existing roles. Three approaches we’ve seen clients benefit from are:

  • extending the scope of responsibility and control
  • enabling and increasing decision-making power
  • expecting staff to build new relationships (e.g. other business units, senior managers, virtual teams , suppliers, partners, clients…)

2.  Be prepared to accept a compromise between optimal efficiency and developmental opportunities.   You can expect to see specific requests upwards, where an employee is keen to get involved in a challenging project specifically to build their skills. Naturally they won’t be as effective or efficient as somebody who can already perform this role – so look at it as a learning and development initiative rather than just a question of resources.

3.  Engage with internal and external trainers and training providers early on to discuss how to connect the dots between on-the-job, social and formal learning. The goal is to identify critical skills and behaviors and then look at building and reinforcing these using all options.

4.  Coaching and mentoring – Both coaching and mentoring are great ways of integrating social learning into a traditional program. Although the two terms are often used interchangeably, and both draw on a similar skill set I’d argue there are differences. For me mentoring is deliberately connecting an experienced person (the mentor) with a less experienced one (the mentee). The mentor could be a colleague, a manager, or the line manager. The mentor then tutors, shares experiences, models, counsels and offers feedback.  Coaching does not necessarily imply directly related experience, tends to be less directive, and is aimed at improving performance in specific areas.  Regardless of how you define them, both approaches have a lot to offer.

5.  When it comes to traditional training the key is early and explicit management involvement. The single most powerful step a manager can take is to clearly explain to their staff  why the training is relevant to the business and that there are clear expectations. This simple step drives motivation, participation and transfer. This transfer is crucial and I’d suggest that any traditional formal training has to integrate a transfer plan. In this simple document the employees are challenged to consider how they will actually transfer the learning into their workplace, when they’ll do this, who else needs to be involved and how will they know when they have achieved this.

The 70-20-10 model has proven to positively impact organisations in enhancing their learning and development programs. Now that you know what it is, and some tips on implementing it, let us know if you have any experience with the 70-20-10 model in the comments area below. Want to learn more on how else you can help employees retain what they learn from training? Click here for more information.

70-20-10 Model: Getting Started

/in /von

What is the 70-20-10 model?

The 70-20-10 model has been around for a few years now, and reflects the increasing awareness that learning is not just about “traditional” training (whether it be a seminar, classroom, or an e-learning program). Research has shown we actually acquire most of the knowledge, skills and behaviours we need to perform our jobs through actual experience and working alongside others.

The 70-20-10 model has its origins in the work of McCall, Eichinger and Lombardo from the Centre for Creative Leadership. Their book, “The Career Architect” (1996), is based on empirical research and concluded that successful managers learned in 3 different ways:

  • 70 percent of learning comes from real life on-the-job experiences, tasks and problem solving
  • 20 percent of learning comes from feedback, working with and observing role models
  • 10 percent from “traditional” training

Initially focussing on management and leadership development, this conclusion has since been extended to other types of professional learning and development. Today the 70-20-10 model is being used by Learning & Development departments in a wide-range of multinationals operating across a broad range of businesses. (e.g. PriceWaterhouseCoopers, Nike, Dell, Goldman Sachs, Maersk, L’Oréal, and Caterpillar)

Why implement the 70-20-10 model?

The model has an attractive simplicity, although the exact ratios are contended. As a trainer and manager of a training company my feeling is that the most important step is to see the model as a philosophy and not a rigid recipe.  The key is understanding and accepting that the majority of learning actually happens outside of the classroom, and that any learning and development program should take this into account and proactively support this.  It doesn’t mean that traditional training is no longer relevant in the 21st century, but rather that this traditional training is just a part of learning and development strategies.

Whether you are a learning & development specialist, a line manager, a trainer or training provider, or an employee, you should take time to reconsider and refocus your efforts. By doing this you can:

  • shift the focus and expectations towards more efficient and effective types of learning and development
  • ensure that time and money invested in learning and development makes a greater impact
  • support your business by keeping people in the workplace while they are learning

“Almost without exception, in my experience, organisations that have adopted 70-20-10 have achieved greater impact on performance at organisational and individual level at lower cost than was being achieved beforehand.” – Charles Jennings

Moving forward starts with simple conversations

Based on what we’ve seen our clients do, and what we’ve tried ourselves, here are some concrete and practical ways to begin implementing the 70-20-10 model in your organization.

The first step is to raise awareness and build commitment through simple conversations.  Everyone involved needs to be brought on board with the idea that leaning and development is not just about going on a course.  My own experience as a manager is that this is a relatively easy process in that many managers see 70-20-10 as “common sense”.

These conversations are essential as the 70-20-10 model depends on L&D working closely with line managers, and on line managers communicating with their staff. Managers need to be aware of the pivotal hands-on role they play in developing their staff, and employees need to appreciate the context for new decisions.

During these conversations it’s worth being clear that this is not a cost-cutting exercise, replacing “training” by a loose learning-by-doing approach. It’s actually a quality driven initiative, aiming to make sure that the company is developing to meet future challenges.

If, like Target Training, you’re a medium sized company, these conversations are reasonably manageable. If, like many of our clients, you’re part of a larger organization then start small. Find a business unit where managers are comfortable and confident wearing the “developing people” hat. Speaking with our clients, many of whom are multinationals, the general consensus has been that introducing the 70-20-10 model step by step has proved to be the most effective approach. By connecting with managers who have a genuine interest in developing their teams and the employees within them, the model organically spreads to other areas.

The 70-20-10 model has proven to positively impact organisations in enhancing their learning and development programs. Now that you know what it is, next week we will get into some practical tips on how to implement it in your company. Let us know if you have any experience with the 70-20-10 model in the comments area below. Want to learn more on how else you can help employees retain what they learn from training? Click here for more information.