jen briggs

You’ve submitted your training and development budget and your CFO is challenging you on the spend and the effectiveness of your programs. It is that time of year and statistics tell us that it is a challenging story. For all of the wonderful training tools and resources we’ve come to know, is engagement getting better? Are we developing the depth of our management bench? Is more value being created? Are our customers delighted? Every time a company cuts training as an early resort to bringing financial discipline, it just makes me sigh. But, the challenge is a good one.

You can’t say you are about your people and not invest in your people. You can’t say you are purpose driven, but not have a people plan. But, therein lies the challenge. What investments make an impact on productivity and organizational value. It’s a systemic challenge, not an HR or training challenge. It is strategic. If culture is the pattern of attitudes and actions – what attitudes and actions do you need to highlight your unique business distinction and competitive differentiators? What skills and talent do you need to fortify the future of the business? The answers to these questions will help decide where to drive investments in time and dollars.

We know that companies with strong operational aptitude drive value. We know that tactical, middle-level management are the people who amplify employee capabilities. Next, we need to help these managers to develop their people. Not just for what’s next week, but for what’s next year and beyond. This is the gist – we need to focus more on development – not training. The 70:20:10 development model was created based on research by the Center for Creative Leadership. It is pragmatic and tells us the obvious: human growth and development come from the experience of doing. Only 10% of ideal development comes from more formal learning events like classes and workshops. 20% comes from social learning opportunities with cohorts, peers and other activities. Then at least 10% of the 70% of doing will come from failure.

If you really want to dig in – figure out a way to bring apprenticeships back. But, think beyond traditional models. Think about bringing them back to your company to help existing employees move into new jobs or develop a broader, more versatile skillset. Read this article from NPR. There could be great value created by investing in apprenticeships vs. coursework. ‘Appr-IN-ternships’. We know that employees crave development and are often disappointed, but by creating the program and work-flex to participate you add value to your people and to the company. Innovate your development with cross-functional projects, mentoring, and skill-building.

Whether you are creating your budget, getting your managers ready, or developing your own plan – use this model as a guide. Do you have the right pieces in place? Retention from going to a class or workshop is estimated to be about 50% right after the event, 25% the next day, and 10% a week later. The first trick to retention is to be present. Yes, shut off the phone, pay attention, ask questions, and take notes. You gotta wanna – if you aren’t willing to learn, don’t waste the time and money by going to training. But, the best trick is to start using the knowledge as soon as possible! And, we’re back to 70% of learning by doing.

Or, maybe it’s about you. You don’t have the pleasure to work for a company that has a training budget. Maybe you have to develop yourself. How will you create your roadmap for your next step? Classes and certifications are important, but getting that experience is critical for your growth. Can you volunteer for different assignments? Can you get to know others in a different department and work on a different project? Maybe you will have to work outside of your current company by volunteering to help a non-profit. Don’t wait. Don’t leave it up to management or HR. Don’t fall behind.

You don’t take a yoga class and walk away a versed practitioner. It takes intention, time, attention, and practice. Class, social, do. That’s it. You owe it to yourself and others around you to do your best work and be your best self.

Two starting steps

1) If you are in management – do you know the vision for what you want your culture to deliver next year or in the next three years? Organizational vision mapping is a great way to create this strategic perspective. Once you have that, start planning how to get there and the 70:20:10 practice will help you develop your game plan.

2) If you are a human – do your vision board. Where do you hope to be next year and in the next three years? What wisdom, attitudes, and capabilities do you need to get there. Use the 70:20:10 model to prepare your plan.