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702010: Naar 100% performance
Across the world organisations build their learning and development solutions primarily on structured classes and courses. Many managers and learning professionals are caught in a ‘training bubble’ mindset and believe the only way to improve performance is through formal learning. We know this is not the case.
This book explains how the 70:20:10 reference model provides a way to extend beyond training and solve organisational performance problems more effectively by creating smart solutions that embrace learning within the workflow. 70:20:10 is the future of learning and performance development.
This book explains how the 70:20:10 reference model provides a way to extend beyond training and solve organisational performance problems more effectively by creating smart solutions that embrace learning within the workflow. 70:20:10 is the future of learning and performance development.
314 pages, Hardcover
Published January 1, 2015
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Displaying 1 - 3 of 3 reviews
January 14, 2017
The much-debated 70:20:10 model has been in existence for nearly two decades. However, it has never seen complete acceptance, or indeed complete rejection (simply for want of a better model/research).
The critics of the model contend that it does not base itself on empirical data, and yes, the ratio might as well be 60:18:22, or 59:21:20. The applicable ratio might differ for companies, or even jobs or levels. Someone training to add a programming skill might need a higher ratio of the classroom component, and a lower one of social learning. In a sales organisation, the component of learning from peers might be higher.
Traditionally, this model has been applied more to L&D. But, this book aims at using the model for performance, and not training. The best part about this premise is that the 70:20:10 would end up being defined more clearly by some clearer roles.
The Performance Detective would end up identifying weak spots and figuring out what needs change.
The Performance Architect would design performance-enhancing interventions that fit into the model. (This is where I feel the maximum difference needs to be made - the PA needs to customise and adapt the model to emerging organisational needs.)
The Performance Master Builder takes the design and converts it into actual interventions that improve employee performance. These can be in the form of action-learning projects, peer/social learning, and formal training. However, the important point to remember here is that all of these need to knit together and achieve a larger goal - that of performance improvement. (Many organisations seem to just get too hinged to the model itself, and not do justice to the larger goal of performance improvement.)
(This role and the PA role can even be done by an outside consultant, in case the organisation suffers from a lack of capability/bandwidth.)
The Performance Game Changer implements the Master Builder's output in a way that supports rather than hampers the organisation's culture.
The Performance Tracker uses conventional or non-conventional methods to come up with ROI for deployed interventions and provides ongoing support to prevent the train from going off the rails.
Overall, the authors come up with some interesting thoughts, and my interpretation is that a couple of roles out of the 5 that they identify can be combined/outsourced for various reasons. The book has a fresh perspective on managing the 70:20:10 model, and is a good read for almost any HR practitioner (not necessarily only L&D).
Lastly, some sage advice from the authors, “Don’t fall into the trap of designing the 10 or 20 first and then the whole. This is like an architect designing the bathroom first and the rest of the house later.”
A solid 3.5 stars.
The critics of the model contend that it does not base itself on empirical data, and yes, the ratio might as well be 60:18:22, or 59:21:20. The applicable ratio might differ for companies, or even jobs or levels. Someone training to add a programming skill might need a higher ratio of the classroom component, and a lower one of social learning. In a sales organisation, the component of learning from peers might be higher.
Traditionally, this model has been applied more to L&D. But, this book aims at using the model for performance, and not training. The best part about this premise is that the 70:20:10 would end up being defined more clearly by some clearer roles.
The Performance Detective would end up identifying weak spots and figuring out what needs change.
The Performance Architect would design performance-enhancing interventions that fit into the model. (This is where I feel the maximum difference needs to be made - the PA needs to customise and adapt the model to emerging organisational needs.)
The Performance Master Builder takes the design and converts it into actual interventions that improve employee performance. These can be in the form of action-learning projects, peer/social learning, and formal training. However, the important point to remember here is that all of these need to knit together and achieve a larger goal - that of performance improvement. (Many organisations seem to just get too hinged to the model itself, and not do justice to the larger goal of performance improvement.)
(This role and the PA role can even be done by an outside consultant, in case the organisation suffers from a lack of capability/bandwidth.)
The Performance Game Changer implements the Master Builder's output in a way that supports rather than hampers the organisation's culture.
The Performance Tracker uses conventional or non-conventional methods to come up with ROI for deployed interventions and provides ongoing support to prevent the train from going off the rails.
Overall, the authors come up with some interesting thoughts, and my interpretation is that a couple of roles out of the 5 that they identify can be combined/outsourced for various reasons. The book has a fresh perspective on managing the 70:20:10 model, and is a good read for almost any HR practitioner (not necessarily only L&D).
Lastly, some sage advice from the authors, “Don’t fall into the trap of designing the 10 or 20 first and then the whole. This is like an architect designing the bathroom first and the rest of the house later.”
A solid 3.5 stars.
February 13, 2022
After reading this guide, I know exactly how I will use it during my next corporate L&D intervention: as a step-by-step handbook. This is brimming with applicable insights, and I am ever grateful that I found my way to it.
November 30, 2021
Some really good info, but the designer must have been drunk, it is like they made sure that it is completely unusable and unreadable.
Displaying 1 - 3 of 3 reviews