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Learn how to design a 70-20-10 learning ecosystem

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Sprout Labs
Sprout Labs

Learning and development is changing rapidly. The focus is moving beyond courses, and the rapid adoption of a 70-20-10 model is a key part of this transformation.The concept of a ‘learning ecosystem’ gives us an elegant way to explain what these new approaches are and how the different components work together. But how to actually design and implement a learner-centred ecosystem is not always straightforward. During this webinar we explored how to make effective learning ecosystems a reality.

Business
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• The link between learning ecosystems and capability development • The key elements of a learning ecosystem • Using digital learning to enable and accelerate 70-20-10 learning ecosystems • Applying design thinking to planning a learning ecosystem We will discuss …
CollaborationChange Complexity
70:20:10
Manager as learning leader Employee as self directed learner L&D as ecosystem designer
People Processes Infrastructure
Ecosystems are a powerful way to develop the capacity of an organisation
An ecosystem is an interactive system of components that work together
Learner Centred Self directed learners Learning and improvement goals - “Focus on getting better rather than being good.” Digital tools: Integrated LMS and performance management systems, 70-20 Principle: Everyone should be seen to be always learning. All modern work involves learning.
Pathways Employees and managers need to be guided Examples: Manager and coach guides for programs, Learning how to learn Digital tools: Prompts are sent from workflows, wikis, tracking competence online Principle: The manager's role in learning programs should be purposefully designed.
An employee's manager is the key enabler to learning Feedback, Coaching, Mentoring Digital tools: Coach.em, Betterwork, good online performance management system Principle: Everyone needs to be given feedback on their performance. Principle: Managers need to be supported to implement learning while working.
Learning from each other Communities of practice, Group learning, Learning logs Digital tools: Totara Social, Slack, Podio, jostle.me Blogs Principle: Work and learning should be social. Principle: Employees need to work with peers and their manager to reflect and articulate what they are learning and how change is happening.
Learning from each other • Workshops run by peers • Lessons learnt • Retrospectives • Continuous improvement • Issue management
Knowledge supports Training is too often just information provision Best practice examples, Collections of knowledge, Performance support approach Digital tools: Wikis, Degreed, RSS readers, SupportPoint Principle: Learners should be able to quickly and easily access the information they need.
Place and spaces to practice Formal courses that are performance focussed can provide can the chance for employees to practice and fail safely. This is what great digital learning can achieve. Approaches: Branching scenarios, worked examples, low tech and high tech simulations Principle: Employees need to be allowed to practice and fail safely, learn and try again.
We need different processes for designing learning
Design thinking is about applying the same principles that designers use to business processes and practices
Process
Traditional learning and design approaches Design thinking Learner is seen as a stakeholder Learner centred – the learner pathway is put at the centre Process is premised on developing a course or other intervention Process doesn’t define an outcome Good at solving well-defined problems Solves ill-defined problems Imports approaches from other organisations Builds new approaches that solve problems in new ways Cycles, e.g. beta, pilot, implementation Iterative, with the bias towards action and prototyping Focus on approving and reviewing content Collaborative, solutions are co-designed Event and content driven Process driven A single solution is piloted Experimentation and testing and data defines the best solution
Understand It’s about an emotional understanding - empathy
Tools Being a fly on the wall Interviews Asking why 5 times
Persona’s and tasks A certain ........ persona needs ….....
Exploring Sometime called ideation
Co-create Make it visual Individual, expert and group activities
Learning goal. Simulation based workshop. Mobile App – sends reminders and practice activities and tracks goals. This is all reported using xAPI. Virtual Classrooms for progress check- ins about lessons learnt. Coaching. A program for managers.
Knowledge Learning from each other Practice Pathways and guides
Prototype One or more of the ideas from the exploration phase are then prototyped
Stories Mockups Roleplays Smaller chunks
Zara is a recent PhD graduate, living in Perth. She was interested in working for ….. but didn’t want to move to Canberra and so she joined the virtual team. On her first day she joins in the quick daily virtual check-ins and meets the rest of her team. She gets started on the induction part of the program and has her first session with her Workplace Coach. Together they map out some goals, which include sitting in on a three- person team in her area of expertise where she can contribute her expert technical knowledge. Zara sees this as a great way to begin to work with the rest of her team. As part of her training plan her coach wants her to join the online Learner Community. What Zara likes about these sessions is that everyone is connected virtually. Zara works her way through the training program and progressively becomes more involved in the work that her section is working on. Learner stories
Testing The prototypes are tested to see if they will meet the needs that were defined in the understanding phase. Often the exploration, prototyping and testing phases merge together.
Business impact Collecting stories Collecting data
Refine Once an approach has been designed and implemented, it is important to reinvent constantly and improve relentlessly.
Each week I spend a few hours focused on talking with people who have been to our webinars. If you are interested in having a chat about improving your learning and capability development programs my contact information is below. Dr Robin Petterd Director M: +61 419 101 928 E: robin@sproutlabs.com.au

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Learn how to design a 70-20-10 learning ecosystem

  • 1.
  • 2. • The link between learning ecosystems and capability development • The key elements of a learning ecosystem • Using digital learning to enable and accelerate 70-20-10 learning ecosystems • Applying design thinking to planning a learning ecosystem We will discuss …
  • 5. Manager as learning leader Employee as self directed learner L&D as ecosystem designer
  • 7. Ecosystems are a powerful way to develop the capacity of an organisation
  • 8. An ecosystem is an interactive system of components that work together
  • 9.
  • 10. Learner Centred Self directed learners Learning and improvement goals - “Focus on getting better rather than being good.” Digital tools: Integrated LMS and performance management systems, 70-20 Principle: Everyone should be seen to be always learning. All modern work involves learning.
  • 11. Pathways Employees and managers need to be guided Examples: Manager and coach guides for programs, Learning how to learn Digital tools: Prompts are sent from workflows, wikis, tracking competence online Principle: The manager's role in learning programs should be purposefully designed.
  • 12. An employee's manager is the key enabler to learning Feedback, Coaching, Mentoring Digital tools: Coach.em, Betterwork, good online performance management system Principle: Everyone needs to be given feedback on their performance. Principle: Managers need to be supported to implement learning while working.
  • 13. Learning from each other Communities of practice, Group learning, Learning logs Digital tools: Totara Social, Slack, Podio, jostle.me Blogs Principle: Work and learning should be social. Principle: Employees need to work with peers and their manager to reflect and articulate what they are learning and how change is happening.
  • 14. Learning from each other • Workshops run by peers • Lessons learnt • Retrospectives • Continuous improvement • Issue management
  • 15. Knowledge supports Training is too often just information provision Best practice examples, Collections of knowledge, Performance support approach Digital tools: Wikis, Degreed, RSS readers, SupportPoint Principle: Learners should be able to quickly and easily access the information they need.
  • 16. Place and spaces to practice Formal courses that are performance focussed can provide can the chance for employees to practice and fail safely. This is what great digital learning can achieve. Approaches: Branching scenarios, worked examples, low tech and high tech simulations Principle: Employees need to be allowed to practice and fail safely, learn and try again.
  • 17. We need different processes for designing learning
  • 18. Design thinking is about applying the same principles that designers use to business processes and practices
  • 20. Traditional learning and design approaches Design thinking Learner is seen as a stakeholder Learner centred – the learner pathway is put at the centre Process is premised on developing a course or other intervention Process doesn’t define an outcome Good at solving well-defined problems Solves ill-defined problems Imports approaches from other organisations Builds new approaches that solve problems in new ways Cycles, e.g. beta, pilot, implementation Iterative, with the bias towards action and prototyping Focus on approving and reviewing content Collaborative, solutions are co-designed Event and content driven Process driven A single solution is piloted Experimentation and testing and data defines the best solution
  • 21. Understand It’s about an emotional understanding - empathy
  • 22. Tools Being a fly on the wall Interviews Asking why 5 times
  • 23. Persona’s and tasks A certain ........ persona needs ….....
  • 25. Co-create Make it visual Individual, expert and group activities
  • 26. Learning goal. Simulation based workshop. Mobile App – sends reminders and practice activities and tracks goals. This is all reported using xAPI. Virtual Classrooms for progress check- ins about lessons learnt. Coaching. A program for managers.
  • 27. Knowledge Learning from each other Practice Pathways and guides
  • 28. Prototype One or more of the ideas from the exploration phase are then prototyped
  • 30. Zara is a recent PhD graduate, living in Perth. She was interested in working for ….. but didn’t want to move to Canberra and so she joined the virtual team. On her first day she joins in the quick daily virtual check-ins and meets the rest of her team. She gets started on the induction part of the program and has her first session with her Workplace Coach. Together they map out some goals, which include sitting in on a three- person team in her area of expertise where she can contribute her expert technical knowledge. Zara sees this as a great way to begin to work with the rest of her team. As part of her training plan her coach wants her to join the online Learner Community. What Zara likes about these sessions is that everyone is connected virtually. Zara works her way through the training program and progressively becomes more involved in the work that her section is working on. Learner stories
  • 31. Testing The prototypes are tested to see if they will meet the needs that were defined in the understanding phase. Often the exploration, prototyping and testing phases merge together.
  • 33. Refine Once an approach has been designed and implemented, it is important to reinvent constantly and improve relentlessly.
  • 34. Each week I spend a few hours focused on talking with people who have been to our webinars. If you are interested in having a chat about improving your learning and capability development programs my contact information is below. Dr Robin Petterd Director M: +61 419 101 928 E: robin@sproutlabs.com.au
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