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  1. The 70/20/10 concept was popularised by Charles Jennings, who noted that executives questioned about how they learned the skills for success in their role, identified that 70% of it had come from on-the-job opportunities; 20% from planned coaching/mentoring and just 10% from formal learning. 

    This is now doing the rounds as a model for L&D departments to aim for. It isn’t. To revisit the original findings, CLICK HERE

    702010

    For a start, if you have someone who is new to a role, you wouldn’t expect them to just pick up what to do from those around them. That’s unfair on all concerned. Someone new in a role is quite likely to need quite a lot of formal training and support. Whereas someone who is experienced and competent can be expected to continue to develop and hone their skills through on the job experience.

    But good on-the-job learning doesn’t just happen. You can’t just put people together and hope that the right development occurs. There needs to be a plan: what do people need to learn? How can they best learn that? What natural opportunities are there and can we make sure that they take advantage of them? What opportnities do we need to create?

  2. Happy New Year!!

    I'm not generally one for making New Year Resolutions, as I'm a 'chip away at it' sort of a person. Everything in moderation. Generally, though I do try and focus on things more. For the past few years, I've tried to improve my social life. I've failed.

    And the reason for my failure is that this goal (wish?) isn't within my Circle of Control. Yes, I can try to organise things, but ultimately to have a better social life, I need others to co-operate AND for other events in my life not to take over (work commitments, parenting duties, badminton fixtures).

    There's a lot of things in L&D Manager's Circle of Concern at the moment: Brexit, the economy, the Apprenticeship Levy, going digital, GDPR, zero hours contracts, the gig economy and reduced training budgets... all these things affect an organisation's training strategy. None of them are within the L&D Manager's control. So you can do one of two things: Wait and see and react to what happens around you OR take back control of what you can.

    A great way to take back control is to keep as much training as possible in-house. If you have the materials and if you have people already on your payroll capeable of delivering sessions (effectively costing you nothing), no-one can stop you developing your staff. 

    It's a no-brainer really.

    And our latest offer helps you to do just that: Fully trained (internal) trainers AND a complete training library at your disposal. No matter what happens in Europe or the economy, regardless of whether we have a change of government - you can still deliver training consistently and keep your organisation one step ahead of those who allowed themselves to be a victim of circumstance.

    CHECK IT OUT HERE