Performance Learning Productivity

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Heading towards high performance

Performance Learning Productivity

Charles is a co-founder of the 70:20:10 Institute , as well as a leading thinker and practitioner in learning, development and performance”. Reshaping our approach to high performance “We get better at doing what we need to do when we take some time to reflect on our experiences, and when we get feedback from other people,” said Charles. “

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70:20:10 - A Framework for High Performance Development Practices

Performance Learning Productivity

If you acknowledge that high performers usually build their capabilities through experience, through practice and through utilising a rich network of support rather than exclusively (or even mainly) through structured training and development away from the workplace, then you will immediately grasp the 70:20:10 concept.

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70-20-10: Origin, Research, Purpose

Performance Learning Productivity

And this learning culture leads to higher performance as employees embrace continuous development on the job. What approaches can we take to enable self-directed 70-20 learning that improves capabilities and performance throughout an organization? The 70-20 learning of today’s workforce is largely self-directed.

Research 130
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Embedding Learning in Work: The Benefits and Challenges

Performance Learning Productivity

If people learn as part of the workflow then this learning is more likely to impact performance in a positive way. Although Ebbinghaus’ experimental research was limited, his theory and results indicated that context and the spacing effect are key contributors to effective retention, learning and performance improvement.

Benefits 250
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Workplace Learning: Adding, Embedding & Extracting

Performance Learning Productivity

High performing individuals, teams and organisations focus on exploiting development opportunities in the workplace because that’s where most of the learning happens. There is also often an attempt to apply learning metrics (rather than performance metrics) to the outcomes. The two activities are viewed as separate.

Metrics 270
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Building a Culture of Continuous Learning

Performance Learning Productivity

They’re bit-players in a much larger world of organisational learning and performance. This study was part of the Corporate Executive Board’s ‘Building High Performance Capability for the New Work Environment’ report published towards the end of 2012. This is the ‘20’ part of the 70:20:10 model. What got us here won’t get us there’.

Culture 279
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Re-thinking Workplace Learning: extracting rather than adding

Performance Learning Productivity

One clear finding presented was that: “t hose activities that are integrated into manager and employee workflow have the largest impact on employee performance, while those that are distinct events separate from the day-to-day job have less impact.” Firstly the focus is not on learning but on performance improvement from the outset.

Metrics 250