Traditional approaches can’t keep up with the cutthroat competition and rapidly evolving markets that salespeople face. In response, sales training and enablement teams have evolved their approach.
Tag: on-the-job training
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We have known for some time that leaders progress faster than their peers. The time to the top is determined not only by the leader’s career choices and grit but also by the size and industry sector of the organization.
An employee did something, someone observed her doing it and so a box was checked. This oversimplification of on-the-job training (OJT) evaluation is all too often the only performance feedback employees and managers see.
Despite the correlation between onboarding and retention, many organizations continue to drag their feet on building structured onboarding frameworks.
Based on the OSF ratio, L&D organizations should continue to ground their training on experiences, optimizing on-the-job learning for each employee. That said, each source of learning interacts with the other.
This new research explores an updated perspective on 70-20-10 and presents an updated balance in Training Industry’s 55-25-20 model.
New research by Training Industry, Inc. explores the 70-20-10 model for learning and development (L&D). The findings are published in the research report “Deconstructing 70-20-10,” which was released today.
Recently, I published a blog post talking about how 70-20-10 can be interpreted as an OSF ratio. In this post, I want to talk a little bit about why we decided to start poking the idea of 70-20-10 with a stick.
Our research showed that there are companies where 70-20-10 is the right mix – but such companies are not the average. Instead, there are a range of mixtures for learning sources.
In the third episode of "The Business of Learning," Tom Whelan, Ph.D., shares Training Industry's revision of the 70-20-10 model.