{"id":28420,"date":"2019-02-25T08:37:18","date_gmt":"2019-02-25T07:37:18","guid":{"rendered":""},"modified":"2020-02-20T08:18:50","modified_gmt":"2020-02-20T07:18:50","slug":"implementing-the-70-20-10-model-insights-from-a-secret-ld-manager","status":"publish","type":"post","link":"https:\/\/www.targettraining.eu\/de\/implementing-the-70-20-10-model-insights-from-a-secret-ld-manager\/","title":{"rendered":"Implementing the 70-20-10 model- insights from a secret L&D manager"},"content":{"rendered":"

This month\u2019s Secret L&D manager is German, based in Germany and works for a global automotive supply company. She has worked in training and development for over 7 years. <\/strong><\/p>\n

Why are you using 70-20-10?<\/h4>\n

We introduced the 70-20-10 model in 2016, mainly because too many people were thinking that \u201cdevelopment\u201d is just about training, and that if our company wasn\u2019t providing \u201ctraining\u201d the company wasn\u2019t developing people. The 70-20-10 model helped us show that learning and development is more than just training. Training is one tool, but you can develop yourself all the time. The 70-20-10 model is rolled out globally to our whole organisation. There are also individual initiatives that I have developed which are only rolled out in a specific business area in Europe and for specific development programs like our talent development program.<\/p>\n

\"eBook:

How did people react?<\/h4>\n

I would say the majority of the people in our company did not really understand at first. Only those people who joined the sessions where we explained and showed what 70-20-10 is really about \u2013 they understood the sense behind it. Learning and development is not such a big topic in our company and is not the highest priority, so many people read about it and ignored it.<\/p>\n

So how have you brought 70-20-10 to life in the organization?<\/h4>\n

I created an individual development plan, built around 70-20-10, specifically for participants in our training programmes.<\/p>\n

Which kind of programmes?<\/h4>\n

A development programme for our most talented young professionals. First of all, I introduced the 70-20-10 model a little bit to them, and I explained what 70-20-10 is about \u2013 and what it is not about too. Mainly that 70% of everything they learn is learning by doing, 20% is learning from others and only 10% is learning by \u201ctraining\u201d. I must say people were quite surprised about this when I started talking to them about it, but they quickly related to it. \u00a0They saw it reflected how they had learned their technical skills, and also their softer skills.<\/p>\n

I then introduced a new individual development plan, which I have here in front of me. \u00a0I structured it in different levels. First of all, people were asked to define an overall individual development goal. Strictly speaking they weren\u2019t all SMART goals \u2013 some were closer to a vision for where do I want to be and by when. As most of the goals were very general, I asked them to explain a little bit about what they meant with this goal. Where they are now, where they want to be and what they think would change when they achieve this goal. These were the key questions we asked them to think about.<\/p>\n

Then they had to define three key development areas that they need to work on in order to achieve that very goal. These areas had to be really, really specific. They have to be SMART.<\/p>\n

Once they had defined key development areas, they had to define development actions. On the tool I gave them, these actions are actually structured using 70-20-10. \u00a0They need to define mostly \u201clearning by doing\u201d actions, then partly \u201clearning through others\u201d actions and the smallest part is the \u201clearning in training\u201d actions.<\/p>\n

And then, last but not least, for the individual development areas they were asked to define key performance indicators where they can measure the success of their development. Using KPIs is very characteristic for our automotive supply company because everything is measured in KPIs here. This is a step they understand easily, and I didn\u2019t have to explain to them what a KPI is. Everything they do is measured.<\/p>\n

How do you get a KPI from a soft skill?<\/h4>\n

Well, that\u2019s tricky. Let\u2019s take the simple example of improving presentation skills. So development actions can be \u201cI will present my project four times in front of my boss or my team, and one of these will need to be delivered virtually\u201d. The KPI could be the number of presentations you have done.<\/p>\n

So you are just tracking that it\u2019s happening?<\/h4>\n

Yes. Another example for management training is if you give or receive positive feedback \u2013 yes or no \u2013 it can be measured. It just helps a little bit, like you said, to track it, to know that they have to document their status. It really helps them to be motivated or to stay motivated.<\/p>\n

Have you integrated the 70-20-10 into your senior management programs?<\/h4>\n

We have. \u00a0I think the 70 is really covered by the business simulations we use. In these simulations people lead their own company, competing against each other and most of it is really learning by doing. They have to work with the numbers, they have to work with the reports, they have to make their own decisions. They have the chance to contact their trainers for example, or their colleagues, and ask them for advice, so that\u2019s learning by others maybe, but mostly it\u2019s the learning by doing.<\/p>\n

How do senior managers respond to being asked to build KPIs for their own development?<\/h4>\n

I must say I only really push the KPIs with the young professionals. They need the orientation to have this measured and their development areas are way simpler than the ones from the very experienced senior leaders that we\u2019re training. I don\u2019t push measuring of the senior managers and leaders. I think at their level they should be capable of measuring themselves and knowing how far they have come with their development.<\/p>\n

What advice would you give to another training manager who wants to try and introduce this 70-20-10 approach to their organisation?<\/h4>\n

Firstly, I would say it\u2019s a very rational approach to learning and development. You have to look a little bit at your target training audience and at your people. I mean in our automotive world there are a lot of engineers, and a lot of very structured thinking. They need tools that fit into their rational world and I think 70-20-10 does this for them. Learning is quite abstract and 70-20-10 gives them a framework to put it into numbers. So if you would like to apply this in your company you should really look at what is your target group.<\/p>\n

And I see that structure is reflected in the way you have built your tools. I mean you\u2019ve got boxes that need filling in which fits with your target audience, tick boxes, % etc.<\/h4>\n

Exactly, I\u2019ve got KPIs. As I mentioned, everything is measured here and that\u2019s their way of working. It is what people are used to and comfortable with. I think if you are trying to implement this in a more \u201ccreative\u201d or \u201cservice\u201d \u00a0company you might see much more pushback to the way my tools are designed and the use of KPIs<\/p>\n

Thanks for your time and for sharing!<\/strong><\/p>\n

You\u2019re welcome!<\/p>\n

\n

Who is the Secret L&D manager?<\/h4>\n

The Secret L&D manager is actually many L&D managers.\u00a0 They are real people who would prefer not to mention their name or company \u2013 but do want to write anonymously so they can openly and directly share their ideas and experience with peers. <\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

This month\u2019s Secret L&D manager is German, based in Germany and works for a global automotive supply company. She has worked in training and development for over 7 years. <\/p>\n","protected":false},"author":34,"featured_media":32421,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[254,92],"tags":[456,144,145],"class_list":["post-28420","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-methods-tools","category-soft-skills-pathway","tag-70-20-10","tag-hr","tag-ld"],"acf":[],"yoast_head":"\nImplementing the 70-20-10 model- insights from a secret L&D manager | Target Training GmbH<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.targettraining.eu\/de\/implementing-the-70-20-10-model-insights-from-a-secret-ld-manager\/\" \/>\n<meta property=\"og:locale\" content=\"de_DE\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Implementing the 70-20-10 model- insights from a secret L&D manager | Target Training GmbH\" \/>\n<meta property=\"og:description\" content=\"This month\u2019s Secret L&D manager is German, based in Germany and works for a global automotive supply company. 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