1 Development plan

2 Facilitating the learning journey

3 The Talent Learning Partner A Learning Partner is a Human Resource Development professional who challenges, inspires and helps out a Talent to build, advance and realize his/her learning practice. The Talent is the owner of and accountable for his/her learning and development, therefore the Learning Partner only functions as a catalyst. The Learning Partner conducts recurring dialogues with the Talent in order to support him/her: − Identify development needs − Transform development needs into 70:20:10 development plans and actions − Trace and document the progression of the development process − Link communication and co-operation regarding development plans and actions between the relevant stakeholders in the Talent’s learning process

4 High Performers in a 70:20:10 perspective High performers have usually quickly mastered the basics. This was achieved often, but not always, using structured development approaches. They have spent hundreds of hours using practice, trial-and-error, and self- testing to sharpen their capabilities. They are embedded in their professional community both within and outside their organisation. They regularly share their expertise across their network and also call on colleagues as informal coaches and mentors when they need advice and help. They have on-the-job performance support at fingertips. They know where to find the answers to the challenge-at-hand, whether it is via their own personal knowledge management resources or simply by knowing who will be best able to help them. They have undertaken thousands of hours of experience + reflection, sometimes alone, sometimes with their manager and team, and sometimes with their professional network

5 The 70:20:10 Model 70:20:10 views development as occurring through three basic types of activity: Experience (70): learning and developing through day-today tasks, challenges and practice. Exposure (20): learning and developing with and through others from coaching, exploiting personal networks and other collaborative and co-operative actions. Education (10): learning and developing through structured courses and programs.

6 Related roles Long-term perspective Day-to-day perspective Personal development Professional development Manager Coach HR Partner HR Partner Learning Partner Mentor Talent Manager Talent Manager

7 Development drivers

8 Training vs Development Focus on the present Maintains status quo Adheres to standards Transactional Focuses on the role Encourages compliance Focuses on efficiency Focuses on problems Focus on the future Catalyzes innovation Focuses on maximizing potential Transformational Focuses on the person Enphazises performance Focuses on effectiveness Focuses on solutions TrainingDevelopment

9 Four Key Elements of Learning

10 The New World of Learning Approaches to learning need to adapt if they are to succeed in our world of rapid change and innovation. Old WorldNew World Store KnowledgeFind Knowledge Learning EventsContinuous Learning Learning by KnowingLearning by Doing Just in CaseJust in Time For EveryoneFor the Individual Learning enabling workLearning as part of work Formal (10%) Formal and Informal (70:20:10)

11 Learning and Work are Merging Organizations with strong informal learning capabilities, including the adoption and use of social learning tools, are 300% more likely to excel at global talent development than organizations without those competencies. Reported by Bersin & Associates (now Bersin by Deloitte) March 201

12 New Challenges Organisations are facing new challenges that cannot be fully met through use of traditional learning approaches alone. These include: Complexity Challenges Increased scope of work More multitasking / fast switching More specialisation Information Challenges Rapid growth Increasingly Unstructured Shorter half-life Work Challenges Increased volatility Rising complexity Higher employee ‘churn’ Connectivity Challenges Hyper-connected environments Globalisation Booming social connectivity

70:20:10 Framework - Origins “Lessons learned by successful and effective managers are roughly: 70% from tough jobs 20% from people (mostly the boss) 10% from courses and reading” Research by McCall, Morrison, Lombardo & Eichinger at the Center for Creative Leadership

70:20:10 Typical Activities 20% 70% 10% on-the-job experience applying new learning in real situations solving problems, special assignments project reviews, reading guides & manuals, new work within role, increased span of control, exposure to other departments and roles stretch assignments, community activities mentoring, reverse mentoring coaching, informal feedback internal and external networks, teamwork, professional associations action learning structured programmes activity-based workshops seminars and masterclasses professional development, business schools eLearning modules and courses EXPERIENCE EXPOSURE EDUCATION