Publicly available


A Practical 10 Point Approach to Implementing 70:20:10


In this 40-minute webinar Charles provides an overview of the Forum's practical 10 point approach to implementing 70:20:10 as a strategic and transformational framework.  There are a variety of posts within the Forum's toolkit and community reflecting what needs to be done within each of the 10 points, each tagged so they are easy to find and use.


There are ten component parts to effectively implementing the 70:20:10 framework as a strategic approach to improving organisational performance:
  • Strategy Development – as with any strategy, a 70:20:10 strategy needs to be robust and implementable. It should contain a clear vision and define the steps to reach it. Your strategy will also define the core principles on which you will implement 70:20:10, the details of your governance model and other important components.
  • Executive Engagement – solid support and active participation from key senior executives is essential. This will be one of the first challenges you will need to address. Without strong executive support your implementation is almost certain to fail.
  • Change Management, Planning and Implementation – whether it is evolutionary or revolutionary, a change management strategy for the implementation is vital. If nothing else, 70:20:10 will create some fundamental changes across your organisation, so you need to plan how to drive them.
  • Budget & Resource Realignment – resources and budgets need to be realigned to support non-formal and non-directed learning in the workplace as well as structured learning. This activity will need to be underpinned by a clear prioritisation and decision-making framework.
  • Line Leader Capability – line leaders (managers) need to be engaged and enabled to play their part in embedding a culture of continuous learning. They are a critical point-of-failure for 70:20:10. If line leaders do not possess the knowledge, skills and motivation to properly support the development of their people through their work, then 70:20:10 is likely to falter and even fail. So it is critical not to underestimate the importance of ensuring they are up to the job.
  • L&D Capability – a critical step is a re-evaluation of the specific roles of learning and talent professionals. 70:20:10 is a model for improving workplace and organisational capability; it is not just a new training approach. HR and Learning professionals need to understand the framework and have the capability to implement it.
  • Measuring the Impact – 70:20:10 brings with it new challenges for measurement. Learning activity measures need to be extended to encompass measurement of performance outputs rather than focusing on learning inputs and outputs.
  • The 70 – Implementing Experiential Learning – experiential learning support is critical for the success of 70:20:10. Practices and processes need to be developed to identify opportunities for experiential and workplace learning. Your organisation will need to develop standard operating processes to support learning from new and challenging work and from opportunities to practice in the workplace.
  • The 20 – Implementing Social Learning – social learning has an increasing role to play as a catalyst for effective development. We rarely perform work alone. The 70:20:10 approach acknowledges this and incorporates learning through others – coaches, mentors, colleagues and experts – as a fundamental part of the model.
  • The 10 – Implementing Structured Learning – structured learning that is directed by others has a significant role in the 70:20:10 framework. Effective and efficient structured courses and programs are especially critical to support the development of high-level concepts that are needed before people start working in a new role or organisation and to support organisational change.

Guidance and practical resources to assist you in understanding and implementing each of the ten components is provided when you licence access to the 70:20:10 Forum.


Copyright © 70:20:10 Forum 2016. We encourage you to share our freely accessibly Content, however we do not allow extraction, unauthorised use and/or duplication of this Content without express written permission from 70:20:10 Forum. See our terms and conditions


Here you'll find the 10 Point Approach to Implementing 70:20:10 WEBINAR.  Charles has consolidated the many questions and comments from webinar participants and respond via the links above, within the community.  We invite you to continue the discussion!

Next steps: Learn how to bring 70:20:10 to life in  your organisation using the Forum's toolkit of do-it-yourself implementation resources.  If you're a current Implement/Explore member, register for the next Forum Member Roundtable for personalised support with the global Forum community.

Hi Charles,

You mentioned in this webinar that a 70:20:10 Metrics Idea Generator and Tookit would be coming soon - Just wondering if this was up and if so, could you please direct me to it?


The 70:20:10 Metrics Ideas Generator and Toolkit is still in production, Nicole. It will be released soon, and we'll let you know when its out..

The whole area of measurement and metrics for 70:20:10 is an important one - especially the identification and use of suitable measurement techniques and tools for the '70' and '20' (although there are also important measurement decisions that need to be made for the '10' beyond the Kirkpatrick/Phillips methodology, too). We appreciate that this toolkit will be useful to Forum members and are working to release it as soon as possible.

In A Practical 10 Point Approach to Implementing 70:20:10 10 the second step is Executive Engagement:


‘…solid support and active participation from key senior executives is essential. This will be one of the first challenges you will need to address. Without strong executive support your implementation is almost certain to fail.’ (70:20:10 Framework Explained, Charles Jennings, 2013).


This resonated with me for one of the projects I am doing at TAFE NSW, Western Sydney Region, provider of vocational education and training.  Our goal is to reduce the number of reporting rejections for apprenticeship and trainee funding and hence increase our revenue.  


Considerations for Executive buy in:       

We have worked, and continue to work very closely with our Executives to gain their buy and to ensure that the project does not fail.  To do this we have found it’s important to:

  • ensure that work contributes to the strategic goals and to demonstrate that link to Senior Managers.
  • work within the time constraints that Senior Managers have.  When we meet with them it’s important that the discussion is prepared well and focussed on the decisions/input we need from them. We need to maximise the use of the time they can make available.


Stakeholder buy in:

We have also worked hard to gain the buy in of the very large number of stakeholders, all of whom contribute to the reporting process:

            Internal stakeholders

  • Commercial Business Manager and team in charge of apprentices and trainees for the Region
  • Head Teachers
  • Institute Student Services Team
  • Customer Service staff


    External stakeholders

  • National Apprenticeship centres
  • State Training Services


How did we engage them?

  • Regular meetings with representatives of all stakeholder groups (20)
  • Being clear about:
    • the situation that existed, that is the funds being lost due to reporting issues
    • the consequences if this situation was allowed to continue and its affect upon business.
    • where we needed to be – that is the expectation and performance targets, shown to be a major factor in achieving high performance.


Difficulties/Challenges encountered:

  • Gaining buy in from stakeholder group ‘A’ proved difficult because they believed that changes to reporting would mean more work for them in an already pressured environment. 


    We found it was important to listen to what they had to say and to come up with strategies that assured them they were being heard.  Follow through is essential to gain trust and buy-in.


What has happened so far:

The process of ‘communicating expectations, providing feedback and leveraging employee talents’ in the 70 and 20 spaces (Building a High-Performance Culture: A Fresh look at performance Management.  The Forum applies the 70:20;10 lens) has resulted in:

  • improved relationships with the Commercial Business Unit and Head Teachers.
  • a member of the Customer Service staff who was previously disengaged is now involved in the entire process (70, 20 and 10 utilised).
  • More streamlined work processes for Group A, so that rather than more work they have actually been saved work (70 and 20).


What next?

This good beginning has set us up for the continuous improvement work that needs to take place.