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70:20:10


tasks to be undertaken. It also requires new roles to be conceptualised and put in place to make it happen.


New capabilities


In the new world, HR and L&D pro- fessionals need to refocus their efforts in a number of ways. Moving from:


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learning (an input) to performance (an output)


individual needs to team and organisational goals courses to campaigns.


designing and delivering learning events to creating cultures of continuous development and improved performance


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thinking of ‘learning and develop- ment’ as being something that occurs away from work to understanding that learning and development is an ongoing process that is intimately intertwined with daily work


New roles and tasks


Te new roles and the tasks they need to undertake to support the 70:20:10 approach are very different from many existing L&D roles. Together with co-authors Jos Arets and Vivian Heijnen we have defined these in detail in our book 70:20:10 Towards 100% Performance.6 It is important to understand


that these roles are not simply adaptations of the traditional L&D modus operandi. Traditional roles such as ‘instructional designer’ and ‘trainer’ are content-centric and focused on analysing training needs, then designing, developing and delivering learning content. Whereas these new roles are focused on supporting high


Performance Tracker


Performance Architect


Fig 2. 70:20:10 roles


Performance Detective


What is clear, however, is that the structures, processes and solutions that may have been seen to have worked in the past will not be those that will take us successfully into the future.


Performance Game Changer


Performance Master Builder


Charles Jennings is a leading thinker, practitioner and consultant in innovative learning and perfor- mance. He is known globally for his work with the 70:20:10 model. He is co-founder of the 70:20:10 Institute and Director of the Internet Time Alliance. He can be contacted at charles@duntroon.com


performance at the organisational level in ways that extend well beyond the ‘programme mindset’. Tey interact closely with each other in an essentially non-linear way. For example, the performance


tracker, performance architect and performance detective all work closely together when identifying performance issues and potential solutions. Te tracker identifies stakeholder measures of success and makes sure any ‘100’ solution design will meet those measures. Te tracker’s work comes together with the detective’s analysis of the root causes leading to under- performance to provide the informa- tion necessary for the architect to get to work. Te roles come together to deliver the right solutions, starting with those that are closest to the point of use, to support organisational success.


Getting it all to work


Many organisations have started the journey to reimagine and recreate their L&D capability to meet the challenges ahead. Some are well on the road.


References 1 70+20+10=100: The Evidence Behind the Numbers. Overton, Dixon and Jennings. 2016 http://www.towardsmaturity.org/ article/2016/02/02/in-focus-702010- 100-evidence-behind-numbers/


2 Why leadership development programs fail. Gurdjian, Halbeisen, & Lane. McKinsey Quarterly. January 2014. http://www.mobiusleadership.com/ wp-content/uploads/2014/04/McKinsey- Quarterly-January-2014-Why_leadership- development_programs_fail.pdf


3 Developing the Global Leader of Tomorrow. Gitsham et al., Ashridge Business School, July 2009, ashridge.org.uk


4 Diversity Management in Corporate America. Dobbin, Kalev & Kelly. Contexts, Vol. 6, Number 4, pp 21- 27. ISSN 1536-5042. © 2007 the American Sociological Association


5 How well does compliance and ethics training actually reduce risk? Kaplan, Corporate Compliance Insights. September 2011. http:// corporatecomplianceinsights.com/ how-well-does-compliance-and- ethics-training-actually-reduce-risk/


6 Arets, J. Jennings, C. Heijnen, V. 70:20:10 Towards 100% Performance, 70:20:10 Institute, 2016


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