Making Sense of the 70-20-10 Rule of Employee Development

Why Should You Attend:

Many organizational leaders are moving away from classroom-based or even online-based training as solitary methods of developing individuals. If work experience is valuable for the lessons that it teaches workers, then most individual development occurs on the job. A more balanced approach to developing individuals is to rely on the so-called 70-20-10 rule, first described by Lombardo and Eichinger to emphasize the importance of using a balanced approach to individual development. Seventy percent of individual development should occur on the job; twenty percent should occur through social learning, peer learning, and social media; and only ten present should occur through planned online or onsite training. This session will describe how to use the 70-20-10 rule.

Learning Objectives:

• Describe how individual development plans (IDPs) can be the focus of talent development
• Clarify how 70 percent can be managed within the 70-20-10 rule
• Clarify how 20 percent can be managed within the 70-20-10 rule
• Clarify how 10 percent can be managed within the 70-20-10 rule

Areas Covered in the Webinar:

• How does individual development relate to talent management?
• How can the 70-20-10 rule be used to guide individual development?
• How are individual development experiences chosen to relate to the 70 percent component of the 70-20-10 rule?
• How are individual development experiences chosen to relate to the 20 percent component of the 70-20-10 rule?
• How are individual development experiences chosen to relate to the 10 percent component of the 70-20-10 rule?
• How is best practice applied to planning individual development?

Who Will Benefit:

• HR practitioners
• Training and development practitioners
• OD practitioners
• Operating managers responsible for succession planning/talent management

William Rothwell
President, Rothwell and Associates Inc

William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is president of Rothwell & Associates, Inc. and Rothwell & Associates, LLC (see www.rothwellandassociates.com). He is also a professor-in-charge of the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. He has authored, co-authored, edited, or co-edited 350 books, book chapters, and articles—including 105 books.

Before arriving at Penn State in 1993, he had 20 years of work experience as a training director, HR and organization development in government and in business. He has also worked as a consultant for over 40 multinational corporations--including Motorola China, General Motors, Ford, and many others. In 2012 he earned ASTD’s prestigious Distinguished Contribution to Workplace Learning and Performance Award, and in 2013 ASTD honored him by naming him as a Certified Professional in Learning and Performance (CPLP) Fellow. In 2014 he was given the Asia-Pacific International Personality Brandlaureate Award. He was the first U.S. citizen named a Certified Training and Development Professional (CTDP) by the Canadian Society for Training and Development in 2004.

His recent books include Organization Development in Practice (ODNETWORK, 2016), Mastering the Instructional Design Process, 5th ed. (Wiley, 2016), Effective Succession Planning, 5th ed. (Amacom, 2015), Practicing Organization Development, 4th ed. (Wiley, 2015), The Leader’s Daily Role in Talent Management (McGraw-Hill, 2015), and Beyond Training and Development, 3rd ed. (HRD Press, 2015).

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