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The Challenges of Change - Managing the 70:20:10 Learning Shift: 70:20:10 Focus Series


This webinar (59:24 min) and written summary explores change considerations and challenges associated with implementing 70:20:10.

The increasing rate and impact of change are part of the new normal in the modern workplace. Many organisations implement 70:20:10 as a strategic response to the challenges they face. As 70:20:10 is a change agent itself, many practitioners utilise the framework to position the need and opportunity for change.

The following quote from Euan Semple was used to set the scene and as a reminder that 70:20:10 is brought to life one conversation at a time:

"Isn't real change something we do for and with each other rather than something we do TO others? How could we get better at that?"

The webinar explored some of the critical transformational ‘shifts’ that are undertaken through the implementation of the 70:20:10 framework, including:

  • Organisational Culture – the shift to a performance and development mindset
  • Line Leaders – the shift to developing and enabling others
  • Budgets and Resourcing – the shift towards workplace learning
  • Stakeholder Engagement – the shift towards expectation management
  • The Learning Function – the shift to guiding, supporting and enabling workplace learning
  • Implementing 70:20:10 – the shift from knowing to doing.

Explore Further

The 70:20:10 Forum Toolkit contains many resources that will assist you to explore the themes raised in this webinar. Search the Index by Category (i.e. Communication & Change, Resourcing & Measurement), Media Type or use the Search feature to find what you’re looking for. You can also refer to the Toolkit Guide to explore selected resources based on the stage of your implementation journey.

The following resources were referred to specifically during the session:

Reflecting on your current context and developing your strategy:

Setting targets to make budget savings and offset strategic investments (licenced access only):

 

Come back and share

What do you think is the most significant shift in adopting 70:20:10 and workplace learning? Is it the shift in mindsets and culture, the shift in the line leader role or is it the learning function itself? How are you supporting and enabling the shift? Share your experiences, challenges and successes here.  


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1 comment

This webinar really highlighted to me that change is a constant and is always going to be present, it is therefore important for us as L&D professionals that we enable the people in our organisations to embrace the mess change and grow with the changes. The main aim is to get them to embrace the change, which can be a challenge for some, particularly when they have been with the organisation for a certain time and are used to thinking or behaving in the one way for so long.

Creating a culture that is a continuous learning culture is the ongoing focus, as there has been a large perception that training stands apart from the workplace flow. Resources, tools and support for our team members are being developed to enhance the learning to occur during the flow of their daily work. Along with this, the Managers capabilities are being developed, and enabling them to see that they are people developers in their role, and facilitate the learning and development of their team members.

To link the personal growth and improved performance of our team members with the overall business objectives of the organisation has been a focus. The shift in the way people think and beginning to change their mindsets about how learning is approached when “at work”, there has been a slight increase in the level of engagement as our Managers see that team members are developing as business objectives are being also achieved. There is still a long way to go with this, but it is great to see the Managers think a bit differently about the function of the L&D professionals in the organisation and the greater impact they have on the teams that they manage and lead.

The focus on outcome and impact based reporting to the stakeholders within the organisation seems to be an effective approach to reporting for the L&D department. By focusing on what success looks like, then linking our learning solutions towards this and reporting on the impact of these solutions makes a lot more sense that measuring it back to a dollar figure. It is important that we add value to the organisation and creating opportunities to do so.

Reflection and conversation are such valuable components of the learning process and it is these that have been the focus to assist driving learning and business outcomes. To do this effectively in a social learning space is the next focus area; not so much through social media but more through the effective communities/networks that we create within the organisation.