FEATURE


Merging the percentages


I believe that 70/20/10 is a model that is too easily misinterpreted. When it comes to people and their development, is such a strict division into ratios really necessary? Surely it is better to blur the boundaries and create an immersive learning culture that leverages the full range of learning opportunities as and when they are needed? Building a culture of learning results in a more organic process rather than a series of steps, increasing options to accommodate learner preferences along the way.


The most powerful forms of learning come from


effectively combining different modes of knowledge production with the development of skills and behaviours. It is the way these modes are used to inform and build on one another that produces learning that is lasting, personal and relevant; it is this process of combination that creates ‘Experiential Learning’. Experiential learning is particularly effective for learning in the realms of personal attitudes, beliefs, values and other associated personal drivers; for learning that is transferable to different contexts and for learning that is personally and organisationally transformative.


It can’t be


expected to act as a definitive, one-size-fits- all model than can be perfectly applied across all levels of learners, in all organisations regardless of sector, culture and L&D maturity. Yet perception of it as a recipe, or “rule”, seems to be on the increase, and maybe this is inevitable due to its mathematical structure.


In our experience, developing an immersive learning culture is a good way to develop graduates and young talent in particular. An immersive learning culture is a natural fit and complements their approach to the work- life weave. To develop an immersive learning culture that maximises opportunities for learning in the workplace, an organisation must fully equip its leaders with the mind-set of learning. They must see all experiences as a development opportunity, readily blending on-the-job task bundles, virtual development, action learning sets, mentoring, coaching, peer feedback, facilitated dialogue and more, all galvanised through a smaller proportion of intense, meaningful and immersive face-to-face formal learning. This approach works well for a graduate population. In our experience young talent needs a direct line of sight between learning and workplace. If you can blend the two together then this is the most powerful solution. For Generations Y and Z the priority in challenge and development – they get bored easily. They crave constant development and want to make a difference within 18 months, not five years. Adopting this integrated approach to people development, where different experiences and methodologies are blended into an accelerated learning experience, can create powerful solutions that achieve sustainable results and enable organisational and behavioural change to happen. There has never been a better time to bring learning into the workplace and the workplace into learning - merging the percentages of 70/20/10 to create an irresistible and immersive learning culture.


www.impactinternational.com


In our experience young talent needs a direct line of sight between learning and workplace.


70:20:10


70:20:10 is a model based on research by Michael M. Lombardo and Robert W. Eichinger for the Center for Creative Leadership (and believed to be initially identified in the 1960s by Alan Tough and to some extent reflective of the work on action learning by Reg Revans). The concept states that a blend of different learning approaches “in concert” can provide powerful learning with “the odds are that development will be”:


• about 70% from informal, on the job experiences and tasks


• about 20% from feedback, coaching, mentoring and developing through others


• about 10% from formal learning interventions, structured courses and reading.


Box Out One


Top tips for creating an effective immersive learning culture


• Work in partnership with your training providers, to ensure that design and architecture addresses all of the learning dimensions, both formal and informal, and carefully blends them into a seamless learning journey.


• Make use of the latest technologies to bring the classroom itself into the workplace (wherever it might be!). Incorporating virtual methodologies is key to developing effective virtual leaders, providing an efficient way to learn new skills as well as new behaviours.


• Consider establishing learning groups where support and challenge can be encouraged.


• Get senior sponsorship. We’ve run some great projects that see graduates interviewing senior leaders in the business, with learning benefits for both!


• Involve your clients in the learning experience – create insightful, daring projects with real consequences.


• Set up a programme of learning mentors and internal internships. Invite in leaders from other organisations and sectors to bring fresh inspiration.


• Build a common language to encourage individuals at all levels to take responsibility for their learning and development.


• Support managers to be involved in the development of their reports on a daily basis. Link learning to performance reviews – validating process and desires for learning as well as the outcomes.


Box Out Two


GRADUATE RECRUITER 19


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