As the main eye-opener, I want to name the training bubble. For example, I could never explain why I kept asking questions. I think that we are very active in the training bubble as an organisation. 70:20:10 does not mean that you need to set up 70% practice lessons, but you should think about what the things you want to do actually are going to bring to your organisation. And depending on the answer to this question, you can ask yourself whether to do it or not.
For us as professionals, we are more familiar and going to be more familiar in the organisation, and we also now can show what we are building. This also enables us to prove our added value. Looking at the future, I believe that the organisation is also going to think more in this way. If they have a training question, they should first think about what exactly the problem is, so that they can come to us with more specific questions. This makes our work a little easier. That’s my wish for the organisation in the future.
I would definitely recommend the 70:20:10 Expert Programme. I believe this methodology is a very nice addition to the mindset of most organisations. I last read on LinkedIn that a company had trained 500 people on training X and 300 on training Z. My thought was ‘but what has this contributed to your organisational goals? What have you solved now?’ I think if you’ve walked through this Programme, you can ask yourself better questions so you can better contribute to the organisation (goals) or, in any case, make it better understandable. Then you can also put your value as a training officer down a lot more firmly. These are the main arguments for me to say to others; go, also, follow the 70:20:10 Expert Programme.
I really enjoyed the 70:20:10 Expert Programme. It took a while before the penny really dropped. I noticed that many people had difficulty with the Performance Detective. And especially the part of getting the facts together.
My main eye-opener was that the world is bigger than E-learning. But also that the focus no longer really came from education, but more from a business approach
It has given us a great award so far! But also savings. You are going to use a certain approach that simply increases people’s performance. That’s where you think of several ways to make this happen. That can be for example an app, but also something much simpler such as a one point lesson. You just do something different than you’re used to. That in our case ensures that we see immediate savings through the app that we have built to quickly resolve factory failures.
When I look at my L&D colleagues I would definitely recommend the programme, because you just step out of a certain bubble which enables you to look further and look in a different way than you’re used to. And besides that, I would definitely recommend it because you can really demonstrate impact immediately. For me, these are the biggest arguments to recommend the programme to others.
I found the expert programme very interesting. Apart from the strong content of the programme, it is always inspiring to do a project like this together with colleagues.
The programme fits well with my personal vision; that learning must come as close as possible to the workplace. Or even better: coming from the work floor. The workplace is where something has to be done, that’s where you want to see change. That is easy said, but very difficult in practice. Buying a training is very concrete and tangible. You can report well: how high are the costs, how many people have been there etc. That tangibility is pleasant and we are also being questioned on that as a professional. It is easy to go with this, but it is not always the right intervention to realise the impact you are looking for.
The program has provided me with two important insights. Firstly, how important it is to make a thorough analysis. I knew that already, of course, but it is very tempting to step over too quickly here, to do only a meagre analysis or to start from assumptions. Especially if your internal customer wants to get started quickly, it is tempting to go along with this. Through the programme I have learned to take the time for a thorough analysis before making choices. The ‘Performance Detective’ component has also delivered me a lot.
The second insight is actually about a change in perspective. From the starting point ‘what should be learned?’ Make the transition in the work practice to ‘what should happen here to achieve the right result?’. That is fundamentally different. And as a learning professional I also broaden my repertoire. It is no longer purely about learning interventions but about doing the right thing for the workplace, broader than just learning. I notice that my customers do have to get used to this, they expect me to give mainly advice in the field of learning. And sometimes that is not the right thing, and other things are needed. In short: focus from learning to performing!
The reactions from within the organisation, but also from colleagues from the region, are positive. It has taught me that if your interventions on the basis of the thorough analysis fit in well with the situation and what is required, acceptance is almost self-evident. Because then it is simply the right solution for what is going on. This programme has really brought a solution to the situation that was there and this solution has been embraced by everyone. By the department itself, but also by the management.
I believe that as a learning professional in this way (702010) you learn to connect much better with what the organisation really needs. So that you also have much more impact there. And I think that in this way you also learn to shake off the classical learning repertoire and to start from the real need and what really works. So you not only broaden your impact, but also your repertoire, with what you have to offer or what you take with you. As a professional, you learn to step into the workplace a lot more and act and advise from that place. I think that is the great added value.
What I really liked is that I was with people in a group who came from very different industries. I liked that in the workshops the focus was on the needs of the participants. That made me feel that it was not just a programme, but that we looked at every situation in itself; what is useful now? As a result, I really had the feeling that I was dealing with custom work.
What I really liked was the Analysis in the beginning, the Detective phase. I find it very useful to deal with it in this way. I often start this analysis at the beginning of a project. The Rummler model works very well for me. Not only during the project I worked on during the programme, but also with subsequent projects
What really helped me in completing and mastering the Rummler is that we got a completed Rummler with all the questions you can ask per category.
What it has yielded for the organisation so far? The project I worked on during the programme revolved around a new system. And we are dealing with a supplier who wants to develop the system together with the people. That fits in very well at 70:20:10, but they did not have the tools to guide us as an organisation. Actually, 70:20:10 was the missing link. So, among other things, this has been very valuable for our organisation.
I found it very nice to work with a like-minded group. At the beginning of the programme I did have trouble with hooking up. I am someone who likes to see from the perspective of the whole, instead of the parts. And I had a little trouble seeing the whole at the beginning.
My main eye-opener has to do with positioning. If you are working in learning and developing, then just you have to sit at the table. But especially when you say, the starting point is the practice, then you have to be there. I went home after that day and indicated that I want to be at the program meeting next time. And in the future I also made the choice to say to the project leaders within the program; involve me in this. Because I want to see where it happened, what happened and talk about it with you. And I think that is also the greatest added value. That you look from a completely different perspective.
It is a mindset, so you don’t do that today or in three weeks. You do that continuously. Everything I do now, I do in a different way. So I notice that I work differently and it is becoming more and more about; what is the real question now? Which means that you know exactly what you are looking for from the beginning of the process. The Detective role is a role that I often use in my work nowadays.
We have more or less consciously made the choice to not talk about 70:20:10 with colleagues who were not in the programme. So we are talking about the content and the methodology, but we do not give it a name. Because if you choose to do that, it is more about the name and the associations that people have with 70:20:10 than that you actually use that mindset and think about what the methodology can bring you.
We have taken a very complex project to work with during the programme. This has certainly influenced our learning trajectory. When you look at everything, it is a huge amount of knowledge and information that you get presented in a short time. You do not always use the tools everywhere at all times. You are always searching for what you can use at that specific moment. I am still thinking about how you can make something so practical, while it is actually also very theoretical.
What I really like is when I have an overview of the whole and the parts. For me it had helped if the program had started with the bigger picture: this is the story, these are the parts and they relate to each other in this way. We very quickly deep dived in one all the roles individually.
What also could have helped me is if we had taken one case that was used as a red thread during the programme. So by giving an example or explaining something, always use that one project, which you do together with the whole group, in a manner. That would also make it more concrete.
The transfer of the story is also still a thing. I would appreciate it if attention was paid to how you convey the story to your colleagues, for example, so that you can take people with you in this mindset. We have participated in this programme with a number of people, but we have not yet conquered the world. We are actually just players in the big picture.