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Re-thinking Workplace Learning: extracting rather than adding

Charles Jennings

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.” In other words if people have the opportunity to learn and develop as part of their work and they are supported by their manager, then learning will be much better transformed into measurable behavioural change and performance improvement.

Start with the 70. Plan for the 100.

Charles Jennings

Checklists to rate your own organisation’s ability to deliver the critical tasks supporting 70:20:10 Nine ‘cameos’ written by leading thinkers and practitioners including Dennis Mankin (Platinum Performance), Nigel Harrison (Performance Consulting), Clark Quinn (Quinnovation), Jane Hart (Centre for Learning & Performance Technologies), Bob Mosher (APPLY Synergies), Jack Tabak (Chief Learning Officer, Royal Dutch Shell), Jane Bozarth (US Government) and others.

The Best of Times, The Worst of Times: opportunities and challenges for the L&D profession

Charles Jennings

These are the words of Charles Dickens, 19th century English writer and social critic, writing in his epic novel set in England and France at the time leading up to the French Revolution. It really is the best of times and the worst of times for learning professionals. The findings make salutary reading for any CLO, learning leader or L&D professional. Stick with a one-eyed focus on designing and managing ‘learning’ and irrelevance and oblivion will surely follow.

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