Concrete examples of Blended learning and 70:20:10

1. 70:20:10
Blended learning
Beyond the hype

2.  Antwerp - 03.07.2014.
 We met up with 55 enthusiastic L&D professionals.
 On the menu:
— Blended learning and a critical look at 70:20:10
— What really works?
— In what context?
— Critical success factors?

3. Its

4. Learning Solutions Consultants L&D-specialist Manager Training & Advice
Kluwer Opleidingen Imec Boss paints & Colora

5. 5
Participants were
given assignments in
advance.

6. Participants were given assignments in advance:
1. What specific questions do you want answered by the end of our session?
Send an e-mail by 1 July to isabel.declercq@kluwer.be.
2. To prepare, read the following short posts on our blog
3. Share quotes from these blog posts or your insights via LinkedIn or
Twitter. Refer on LinkedIn to @Kluwer Opleidingen. And on Twitter to
@KluwerLearning.

7. Itshttp://www.learninglive.be/leren-moet-echt-plakken
http://www.learninglive.be/formeel-leren-achterhaald

8. The following article was circulated in advance by a
participant (Wim Annerel)
Article: a critical look at 70:20:10.
http://evidencebasedhrm.be/702010-framework-jennings/

9. .Its
Introduction by Isabel De Clercq

10. .Its
Nowadays, people want learning to be
just-in-time, just enough, self-directed.

11. Just-in-time, just enough and self-directed learning.
Individual language coaching after classroom training.
Five 45-minute sessions – guided by the individual.
For more information, email gude.verhaert@kluwer.be
http://www.learninglive.be/online-taalcoaching-op-maat-van-sales-professionals-en-managementassistants

12. Watch the video
http://www.elsua.net/2011/10/05/the-future-of-work-is-learning/
“The future of work is always learning”

13. From experience-
oriented learning to
learning-oriented
experience
Frank Klockaerts
Training & Development Manager
Philips Turnhout
“
“
Read the article on our blog:
http://www.learninglive.be/ld-door-de-ogen-van-frank-
klockaerts-van-philips-turnhout#more-6892

14. This text is not ours. It is tranlated from a text written by Tulser.
Please find the original text in Dutch here: - https://www.linkedin.com/slink?code=dA_pwpR

15. .Its
Source: – Tulser - https://www.linkedin.com/slink?code=dA_pwpR
For effective performance support solutions,
there is no need to interrupt work or leave the workplace.

16. Who has a clear-cut vision of 70:20:10?
Harold Jarche
@hjarche on Twitter
Jarche on Slideshare
http://www.jarche.com/
Jane Hart
@C4lpt on Twitter
The Learning Flow on Facebook
Janehart on Slideshare
Author Social Learning Handbook 2014
Charles Jennings
@charlesjennings on Twitter
Charlesjennings on Slideshare

17. Other interesting L&D people to follow
http://nvo2leren.wordpress.com/
2011/08/28/goochelen-met-
formeel-en-informeel-leren/

18. .Its
This is a slide
from Ben Betts
http://mediasite.mediamission.nl/Medi
asite/Play/10627b8cfb9a4c88a5710291d
a88c7b11d

19. Vision Harold Jarche
All work by Harold Jarche is CC-By-NC

20. Don’t throw the baby out with the bathwater.
Our conviction: formal learning is still important.
But interdependent and independent learning should
be incorporated into moments of dependent learning.

21. Examples of assignments given to participants by Kluwer Training
@ in-company trainings.
Dependent + interdependent + independent learning.

22. BEFORE a class session
— Film a colleague and share the video on the social intranet. Indicate
the three most important lessons learned.
— Go through the theory beforehand (Slideshare, Youtube, WORD,
etc.). What do you still have questions about? E-mail them to the
trainer.
— Go through some e-learning.
— Read the following blog post and share one quote from the blog post
on the social intranet.
— Look for other materials that also provide information on the same
topic. Look on Youtube – Slideshare – Twitter, etc.

23. BETWEEN class sessions
— Sit down with a colleague to further fine-tune your assignment.
— Make a video about what you have learned.
— Share your insights via http://nl.padlet.com/ (a virtual notice board
where all participants can leave texts as well as images and audio
material).

24. AFTER a class session
— Film an internal client.
— With the team, discuss ways of continuing work on the lessons
learned.
— Share the lessons learned on the social intranet: your knowledge is
also important for others in the organisation.

25. This is were we met.
Den Brandt – Antwerp.

26. Model .Its
L&D-specialist
Imec

27. Mode diel .Its
1. Onboarding
2. Better people management skills
3. Giving more powerful presentations
4. Using clean-room devices
5. Uniform project management methodology
6. Implementation of new technology (Lync)
7. Discovering the sales function
8. More structure in problem-solving thinking
Dependent + interdependent + independent learning.
8 successful combinations at Imec.

28. Model .ItsOnboarding
MOVIE: WELCOME TO IMEC
Dynamic 17-minute film presenting Imec and our activities.
APP: IMEC IN 20 DAYS
Mobile app that reveals just one fact or anecdote per day using the tear-off calendar principle.
The fact is linked to a piece of useful or important information.

29. Model .ItsPeople management
Combination:
Curriculum
+
Community of
Practice
+
Mentoring

30. Model .ItsCURRICULUM
...
FLIPPED CLASSROOM MODULES
Pre-work: E-learning with concepts, models, etc.
Conventional workshop for discussions, exercises, etc.
E-LEARNINGS
& MANAGER DESK
A few golden rules
Information on processes, policies, procedures

31. Model .ItsCURRICULUM
...
FLIPPED CLASSROOM MODULES
Pre-work: E-learnings met concepten, modellen, etc.
Klassikale workshop voor discussies, oefening, etc.
E-LEARNINGS
& MANAGER DESK
Een paar gouden regels
Informatie over processen, policies, procedures

32. • Model .Its
 Brings team leaders together across business units borders
 Topics are defined by participants in advance (1 mailing a year
launched by L&D department)
 Since 2010
 Three times a year
 In four groups of 15 team leaders
 Half-day event
 Plan: mainly sharing practices,
discussion, working on cases
in specific people management topics
COMMUNITY OF PRACTICE: team leader lunches

33. • Model .Its
“Team Leader Lunch”
 Successful since 2010
 Three times a year
 In four groups of 15 team leaders
 Half-day event
 Plan: mainly sharing practices,
discussion, working on cases
in specific people management topics
COMMUNITY OF PRACTICE

34. Model .Its
3
MENTORING
 Mentee: ‘First time’ young executive
 Mentor: Senior manager, not from the hierarchical line
 Process: 9-12 months – monthly F2F – two hours
 Content: Advice and sounding board on people, team &
work management

35. Model .Its
3
MENTORING
 Mentee: ‘First time’ jonge leidinggevende
 Mentor: Senior manager, niet uit zijn hiërarchische lijn
 Proces: 9 maanden – maandelijks – 2 uur
 Inhoud: Advies en klankbord inzake people, team & work
management

36. Model .ItsPublic Speaking
TRAINING & E-LEARNING COURSES
Various conventional and e-learning modules.
Depending on the level or specific component of presentation.
IMEC COACHES
Experienced speakers who also give feedback during the last part of the workshop
‘presenting your research’.
Speakers also remain available for this group of participants subsequently.

37. Model .ItsPublic Speaking
TOASTMASTERS COMMUNITY
± 15 members at Imec: every two weeks they give presentations on a whole range of topics
This increases their self-confidence. (www.toastmasters.com)
DRY RUNS
Organisation of dry runs with audience (colleagues, management), with feedback template.

38. Model .ItsOperating clean-room tools
TRAINING & E-LEARNING COURSES
Modular curriculum on the appliance and the processes.
SHADOWING
± two months, ‘accompanying’ and noting only
EXPERIENCE-BASED LEARNING
± three months preparing formulas yourself, but appliance manager supervises, corrects and
presses ‘GO’ until no mistakes have been made for a month and a
certification procedure follows

39. Model .Its...because some things call for a lot of practice
before you risk ‘the real thing’
(for instance because of the financial impact of errors)

40. Model .ItsProject management
SUPPORTING TECHNOLOGY
Imec Share is a Sharepoint platform that enables thorough collaboration and supports a uniform
methodology.
ON-THE-JOB COACHING
In this case, the coach is a coordinating manager who acts as early adopter and champion and
makes time to train new project managers and teams in this.

41. Model .ItsLync (tool)
TRAINING
A short lunchtime seminar on why and what.
AMBASSADORS
80 Imec people (= someone from every corridor on every
floor of every building) were given more in-depth training
and then acted as ambassadors.
For a whole week, they wore the blue Lync t-shirt.
This made them a visible contact point for practical
questions after/upon implementation.

42. Model .ItsAn example in sales
TRAINEESHIP
An engineer who was thinking of moving to a sales job was not asked to “just” occasionally make part of the team and to observe.
But he was given a 20% assignment in sales (evaluate and optimise wafer service).
 He learned a lot about the sales process.
 It was also a win-win situation for Imec.
But in other fields or areas of expertise too, we are reaping the rewards of
INTERNAL MOBILITY
Since 2009, over 30% of job vacancies have been filled internally .
(= almost 40 internal vacancies / year)

43. Model .ItsProblem solving
TEACHING
Let staff train their colleagues in the 8D methodology themselves ! It’s an excellent way of processing the material further
themselves.
Let staff also record the lesson on video and make sure that everyone can do this easily. The video = just-in-time learning for
other interested people.
REAL-CASE SUPPORT
Have the project managers supported by an expert in 8D methodology.
FACILITATING TOOL & ENVIRONMENT
Software in which problems should be logged, adapted to this methodology
Provide a dedicated escalation room with templates (e.g. Fishbone), checklists with questions, etc.

44. Model .Its
Manager Training & Advice
Boss paints & Colora

45. Its
Boss paints & Colora =
an informal (learning) culture

46. Its
BOSS paints is a Belgian paint
manufacturer with its head office in
Waregem (West Flanders). It is a
family firm in which the third
generation (Bossuyt family) is
currently at the helm.
BOSS has around 250 employees, and
just as many different colours. In
recent years it has been undergone
significant professionalization and
has continued to grow, in spite of
the economic crisis.
The company is large enough to be
able to rival other (mostly
multinational) paint manufacturers,
and at the same time it is small
enough to be quick and nimble. It is
an example of Flemish
entrepreneurship and West Flemish
modesty …

47. Its
BOSS’s company culture is informal and involves a great deal of consultation and
collaboration between departments.
The mentality is ‘no-nonsense’: ‘do what you have to do’.
You can often hear people say “just go after what
you desire”. If someone wants to launch something
and can get people enthused about it --> just do it!

48. Its
We really have a learning culture.
Everyone is given opportunities for training.
At both the departmental and the individual level.

49. Its
A vision of ITE (instruction, training, education) has been
developed by HR and the technical-commercial department.
And strangely enough it is the latter that is responsible for
employees’ technical learning processes.

50. Its
Core elements of our vision on learning:
employability
learning should not be undertaken only in relation to one’s current job, but also with a view
to the future, potentially in another position
informal learning
to supplement the classic training programmes, colleagues are encouraged to share
knowledge and to help train and coach each other
constructivism
people are by nature driven to go on learning in order to “be able to keep up”, and they do
so by linking new knowledge to knowledge already acquired; in other words, learning is an
ongoing process

51. ItsIn the second half of 2012, the
term ‘Blended learning’ appeared
for the first time at BOSS paints.
No one at the company had heard
this term before.
Now, in 2014, we still have
our classic training.
But we also have as e-
learning, toolboxes,
mentorship, instructional
videos, tests, and even
our first game!

52. Its
One unusual feature
is the Paint party on
Friday afternoons
where staff from all
departments can
learn ‘painting’
from an instructor
and thus get to
know and learn how
to use our products.

53. Blended learning at BOSS paints and Colora
 The technical training plans are bundled into a Learning Management System (LMS), that can be consulted
online and via the open source tool Moodle.
 A demo can be found on http://everest.boss.be.
 Each employee is in charge of his or her own trajectory and is given 4 years to complete it. In other words,
you can set your own pace.

54. ItsSince 2013, training &
development has been
part of the annual
evaluation process of
employees at BOSS
paints.

55. ItsWhy has this succeeded at
BOSS paints and Colora?
 The company culture and scale of the company
open culture, strong collaboration, everyone knows everyone
 Teamwork
people work well together and enjoy doing so
 Speed of working
sometimes we did not follow the official channels
because that can take a lot of time.
(when working out the LMS, not a single IT worker was involved)

56. ItsWhy has this succeeded at
BOSS paints and Colora?
 And yet step by step
A structured approach to the process and the way forward.
 Management’s involvement is an essential condition
From the very outset, our management recognised
that this is a strategic project.
it sounds good, but an ROI and monthly reports were expected
 Enthusiasm and humour
A little disguise and a few jokes in the e-learning programmes,
throwing in a ‘What-if’ film clip when attention begins to flag …
Humour works!

57. Model .Its
Some lessons learned listed by participants.
The logo above comes from the website of the same name.
www.brainpickings.org
Literature – psychology –philosophy – architecture, etc.
Inspiring and attractive at the same time.
Highly recommended! 
Follow on Twitter @brainpicker, too.

58. 5

59. Personal approach is a critical success factor.
Culture matters: move away from the pigeonhole
approach + people must be given space.
Management plays a crucial role.
Find out “what’s in for them” = participants.

61. Ensure that ambassadors = enthusiastic + approachable +
recognisable.
The instructor is in the driver’s seat.

62. Model .Its
Yes it was FUN ! 

63. Talk to our
Kluwer
Learning
Consultans

64. Isabel.declercq@kluwer.be
Nele.vanhooste@imec.be
Christophe.toye@boss.be
DO YOU WANT MORE
INFORMATION?