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Tag Archives: CPD

The concept of 70:20:10 has relatively quickly worked its way into the firmament of learning and development practice.

From humble beginnings as a somewhat niche way of looking at how learning and development support business, 70:20:10 is now incorporated into the CIPD’s professional map and regularly referenced at industry conferences.

It’s not going away anytime soon.

This research report by GoodPractice begins with an introduction to the 70:20:10 framework for learning and development, and takes you through how the concept can be developed and what is needed to turn the concept into reality.


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Technology is ubiquitous, but it should enhance, not supplant workplace development efforts. Is your workplace future-ready to create the experiences necessary to spark learning?

Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it. ~ George Orwell

Education psychologist Dr. Robert Mayer once said, “Learning is a relatively permanent change in a person’s knowledge or behaviour due to experience.” For instance, do you remember how to ride a bicycle? If you learned, probably so. But experience not only fuels and fortifies knowledge and behaviour change; it also impacts how long those things last.

Research has found that humans begin learning even before birth, and this process naturally continues throughout life. The media spin on how people learn fluctuates. However, the classic learning theories — behaviourism, cognitivism and constructivism — these endure and remain relevant even in an era where computing power is de jour.

While people may process information differently, the truth is the brain is wired and neurons fire the same now as 50 years ago. The laws of learning and memory are still germane today irrespective of the generational cohort. This begs the question: Is the workplace future-ready to create the experiences necessary to spark learning?

According to the Bureau of Labour Statistics, by 2024 the U.S. labour force is projected to reach 163.8 million. The internet and media are brimming with information on generational cohorts. Today there are largely three generational cohorts that make up the workforce: baby boomers, Generation X and millennials. (more…)

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Ferrari's consortium approach to solving its digital challenges has benefitted multiple companies

The Organisation

Ferrari was established 70 years ago in 1947 and is one of the world’s most iconic luxury car brands. Throughout its history, it has been heavily involved in motor racing, especially in Formula One where it is the most successful racing team.

The Challenge

Enzo Ferrari, the business’s founder, once said: “Ferrari does not sell cars, Ferrari sells dreams.” The firm’s big challenge has been to keep this dream alive in the digital era, managing its employer as well as customer brand.

Approaching its 70th anniversary there were a number of business challenges looming large. In particular, how could Ferrari prepare employees for a future where the only certainty seemed to be uncertainty and disruption? And how could it turn the digital environment to its advantage? As Dennis De Munck, HR director at Ferrari, puts it: “Ferrari is a very curious organisation. We want to learn from the best people and the best practice to receive their recommendations and insights into what is happening in the rest of the world.” To satisfy this curiosity the ‘Digital Futures: Winning amidst Disruption’ programme was born.

The Method


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Exposing yourself to risk and failure can help push you up the career ladder. Just make sure someone’s watching.

During his 48-year career from owner of a small student newspaper to the head of a  multinational conglomerate with over 400 companies,  Virgin CEO Richard Branson copped the misses along with the hits,  noting that every error in judgment, whether a foray into cosmetics or a push into the high stakes cola market, brought with it valuable lessons.

“I’ll never again make the mistake of thinking that all large dominant companies are sleepy,” he blogged about his failed attempt to break the Coca-Cola and PepsiCo duopoly.

Learning to use mistakes well is an important leadership trait.  In fact, looking at how an executive responds to failure can be more telling than assessing their success when weighing up a person’s ability to take on the leadership mantle.  Great leaders learn from their errors. They are quick to recognise when a mistake has been made and are able to efficiently assess what can be salvaged or gained from the fallout. In many cases, feedback is immediate for anyone astute enough to learn from it.

Leave Room for Mistakes to Happen: At every stage of their career, high performers like Branson are prepared to take on assignments or challenges that have a reasonably high probability of failure. While moving outside their comfort zone – whether geographically or through the adoption of new technology or processes – undoubtedly exposes them to a certain amount of risk, it also brings new avenues for growth and the opportunity to develop valuable leadership abilities.


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This Learning Point is about Career Planning. What it is, what it isn't, what role leaders can take in supporting their employees (and peers) to plan their careers. It is meant to help you think about your approach - it is not meant as a blueprint to be replicated.

In its simplest terms, a career is the process or general course of action of a person in some profession or in an organisation.

An individual’s career signifies the position held by them throughout their working life and in today’s employment market, organisations are expected to support employees in accomplishing their career and life goals through career planning activities.

The activity of ‘career planning’ is the collective responsibility of the organisation and the concerned individual. The main aim of career planning is to help employees achieve progression within the organisation and achieve a successful work-life integration/balance.


  • A career is a sequence of separate but related work activities that provide continuity, order and meaning to a person’s life.
  • Career planning is the set of policies and practices an organisation uses to ensure its human resources requirements are met to ensure the future aspirations of the organisation can be achieved.
  • Career planning is the deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics and establishes an action plan to attain specific goals.

Features of Career Planning

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One of the single most competitive advantages for companies today is the ability to grow, nurture, and develop leadership and management capability faster than the competition – future success depends on it.

That’s a bold statement to make, but I passionately believe in it, and more importantly, I have seen it have a profound impact in thousands of companies of all shapes and sizes. If you want to accelerate and fast-track the success of your business and build sustained high performance, you should look to develop leadership.

If you’re a sole trader, leadership and management responsibility probably sits with you. If you’ve got a small team, it is more important than ever as you need every single one of your people aligned and performing at their peak.

If you run a much bigger organisation, creating consistency and building strength at every level is critical to succession planning, creating the stretch, and the capacity to grow your business.

Leaders and Followers: There are usually two distinct groups of people: leaders and followers.

The leader-follower structure has been with us for generations and is perpetuated through organisations to this very day.

A hierarchical, command and control structure with decision-making from the top is what we know, and for good reason. (more…)

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The following article was written by Jennifer Juo, Insights Writer, Udemy for Business. It discusses what Millennials and Generation Z employees want from their workplace.

Recent surveys show that Millennials (age 24-35) and the new Generation Z (age 18-23) care more about career development than perks or pay. But career planning isn’t the solution, here’s how to truly develop them.

Our Workplace Boredom Study found that Millennials are the most bored and disengaged demographic at work. When asked why? They said they lacked opportunities to learn something new.

Meanwhile, a whole new demographic, Generation Z, is graduating each year and becoming part of the workforce. How are they different from Millennials and what matters to them?

I sat down with Aaron Levy, CEO and Founder of Raise the Bar Consulting, to discuss how companies can do a better job of attracting, growing, and retaining their Millennial and Generation Z employees. Levy has over 7 years of experience in the employee engagement space and has coached over 4,500 business leaders. Here’s his advice on how to create a workplace that will enable Millennials and Generation Z to thrive.

Millennials and Generation Z care about growth

According to Levy, Millennials view career development as more than just money and title. It’s not just about promotions, but taking on new projects or learning new skills. In a 2016 Gallup Report on “What Millennials Want from Work and Life,” 87% of Millennials said professional development was important to their job. This is the same for Generation Z, according to a recent survey by LaSalle Network, they also rate “opportunities to grow” as their number one priority.


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