Jos Arets

For decades, evaluation, ROI and business impact have been under discussion within L&D. Countless conferences are filled with the what and how of the evaluation of predominantly formal learning (1). However, responses to the question: 'how can we translate the value of (formal) learning to business impact' often remain anxiously silent. That is why it is time to think differently about the value that L&D delivers - beyond the boundaries of formal learning.

Internationally there are all kinds of discussions about the sense and nonsense of 70:20:10. The number of links is almost infinite and, in almost every language, there is something to be found.

The third part of a series of articles about the 70:20:10 methodology for Learning and Development.

Many occupations use methodologies specifying how they work, their resources they use, the expertise they need, and so on. Examples include doctors, lawyers, engineers, nurses, ICT specialists, and organizational development professionals. The Learning and Development profession can also benefit from such methodologies.

Competency models and competency management play an important role in the world of Learning and Development. This is often based on the idea that there is a positive relationship between competencies and organizational results. Part1 of this series of articles is about the value and limitations of a competency model for L&D. These models are intended to describe the ‘what’ of work, which is valuable but also insufficient. The ‘how’ of Learning and Development is also important, and is described in a methodology. Part 2 focuses on the methods used in work, and part 3 on the 70:20:10 methodology.

For many years, L&D (Learning and Development) has been trying to show the value of learning. It has modernized the services it provides, organised its distribution methods more smartly, and professionalized its measurement processes. But it is still not fully succeeding. The value of learning is a difficult issue for the L&D profession, which is why we are proposing four systemic changes in the form of 4 business models. These are designed to enable the vision to transition to Value Creators with business impact.

70:20:10 appears to be the new gold standard for Learning and Development. However, it is creating its own jargon in which services are referred to as numbers: “Is this a 70 activity, a 20, or a 10+ activity?” It looks suspiciously like a code – so a key question is what is the code of 70:20:10? What do the numbers really signify? Is it a new service with business impact, or are we still stuck with the old 10 and 10+? It’s time to crack the code…

Is Max Verstappen a “born” Formula One driver? Does he have motor racing in his genes? According to psychologist Anders Ericsson, his success is the result not of innate talent, but years of “deliberate practice”. This theory has turned the talent industry on its head.