Model Bangkom 70:20:10

M. Nurul Furqon

Pusbindiklat LIPI, 26 Juni 2020

 REGULASI PENGEMBANGAN KOMPETENSI
Sarana Kewajiban
Hak & Bangkom Instansi
Kesempatan

Pengembangan
20 JP Karier
 10:20:70 ATAU 70:20:10?

 10:20:70 MODEL 70:20:10

Terkait pengembangan sequence Bangkom
 APA YANG AKAN KITA SHARING?

Pengantar:
Teori Belajar

Contoh Implementasi Pencetus Model

Model 70:20:10
(Self Guided Learner)
70:20:10

Implementasi Mengenal Model

Model 70:20:10 70:20:10
 Pengantar:
Teori Belajar
 TEORI BEHAVIORISTIK (1)

1 E. L. Thorndike (1913) Stimulus & Respons  Trial & error learning

Law of Readiness

Law of Exercise

Law of Use & Disuse

Law of Effect
 TEORI BEHAVIORISTIK (2)

2 Ivan Pavlov (1849) Classical Conditioning

 TEORI BEHAVIORISTIK (3)

2 B. F. Skinner (1953) Operant Conditioning

Reward

Punishment

Reinforcement

Positive & Negative

 TEORI BEHAVIORISTIK (4)
Three Broads Category of Learning (NIACE, 1999)
 TEORI KOGNITIF (KONSTRUKTIVISME SOSIAL)

Lev Vygotsky (1978)

 TEORI EXPERIENTIAL LEARNING (1)

David Kolb (1984)

 TEORI PENGALAMAN BELAJAR

Edgar Dale
(1946?)
 TEORI MIRROR NEURONS

Rizzolatti & Craighero (1992)

Kita cenderung mudah meniru perilaku orang lain, terlebih
dalam kelompok. Namun, sulit mengubah kebiasaan jika
melakukannya sendirian.
Employees often say they learned
more on the job than during courses.
One way of thinking about this is that
on the job, employees see how
the organisation is working and
their mirror neurons are triggered.

Job shadowing and mirroring are

based on this approach of the
employee witnessing best practice.
 Pencetus
Model 70:20:10
 SIAPA PENCETUSNYA? (1)
Lombardo, Michael M; Eichinger, Robert W.
1 (1996). The Career Architect Development
Planner (1st ed.). Minneapolis: Lominger
 SIAPA PENCETUSNYA? (2)

2
McCall, Morgan W; Lombardo, Michael M;
Morrison, Ann M. (1988). The Lessons of
Experience: How Successful Executives
Develop on The Job. New York: Lexington
Press

McCall & Lombardo sama-sama

bekerja di The Center for Creative
Leadership
SIAPA PENCETUSNYA? (3)
SIAPA PENCETUSNYA? (4)

3 Tough, Allen. (1971). The

Adults Learning Project. New
York: Learning Concepts
 Self Directed Learning
Theory

4 TIDAK ADA pencetus

Model 70:20:10
 TOKOH YANG MEMPOPULERKAN 70:20:10
Charles Jennings (Co Founder 70:20:10 Institute)
 Mengenal
Model 70:20:10
MODEL 70:20:10
 MODEL 70:20:10

Aktivitas Model 70:20:10

 MODEL 70:20:10
Aktivitas Model 70:20:10
MODEL 70:20:10
MODEL 70:20:10
MODEL 70:20:10
MODEL 70:20:10
MODEL 70:20:10
MODEL 70:20:10
Implementasi
Model 70:20:10
MENERAPKAN MODEL 70:20:10 (1)

Langkah PERTAMA:

Mulai dari Skema 10-20-70

MENERAPKAN MODEL 70:20:10 (2)

Langkah KEDUA: Interaksi Sosial di Level Tim

MENERAPKAN MODEL 70:20:10 (3)

Langkah KETIGA: Membangun Rencana Aksi

 CATATAN: MODEL 70:20:10

Often when learning and

development people move
to more experiential
ways of learning they focus
on just giving the learner an
experience and forget
about the reflective
phases of the process.
 PARADIGMA YANG HARUS BERUBAH (1)

The 70:20:10 model does mean new roles for managers, employees and learning and
development people
 PARADIGMA YANG HARUS BERUBAH (2)

It’s challenging being a manager in a modern The manager is the glue that holds together workplace
workplace. You are responsible for your team’s learning. One way to think about this is that the 20 is in the
performance as well as an often complex and middle of the 70:20:10 model. It sits snuggly between formal
full workload. and informal learning.
 PARADIGMA YANG HARUS BERUBAH (3)
In most of organisations, performance reviews are
being replaced with the idea of performance
conversations being a constant part of
day-to-day activity. What this means is that
managers are constantly asking questions such as:
There is often resistance from
managers to take more responsibility
for learning. Theydon’t feel
like they are experts in
that field, and ‘that’s what
learning and development is supposed
to do.
Learning and development teams can
help managers to become learning
leaders by
improving
coaching skills at all levels of
the organisation.
PARADIGMA YANG HARUS BERUBAH (4)
Malcolm Knowles, an adult learning guru, defines
self guided learning:
In its broadest meaning, ’self-directed learning’
describes a process by which individuals take the
initiative, without the assistance of others, in
diagnosing their learning needs, formulating
learning goals, identifying human and material
resources for learning, choosing and implement
appropriate learning strategies, and evaluating
learning outcomes (Knowles, 1975).

Kuncinya: Kemandirian Belajar

Kunci sukses dari Model 70:20:10 adalah pegawai terlibat &

memiliki tanggung jawab yang lebih dalam proses belajarnya
 PARADIGMA YANG HARUS BERUBAH (5)

Hambatan yang dihadapi:

1
Pemikiran dari pegawai bahwa Model
70:20:10 akan MENGHAPUS training

2
Penerapan Model 70:20:10 sebagai
Workplace Learning, berasa seperti
TIDAK BELAJAR

3 Cenderung merasa “MENAMBAH-

NAMBAH” beban pekerjaan
 PARADIGMA YANG HARUS BERUBAH (6)
New Role for Learning and Development Teams

1
3
From training
needs analysis to
performance Learning ecosystems

needs analysis

2 From service centres to consultants

 PARADIGMA YANG HARUS BERUBAH (7)

Learning ecosystems

70:20:10 learning models often

mean learning and
development professionals
move towards designing a
‘learning ecosystem’  salah
satunya LMS
A learning ecosystem will look
different in each
organisation, but it is always
more than just a series of face-
to-face or online courses.
 IMPLEMENTASI MODEL 70:20:10
70:20:10 learning programs are all about implementation

A learning program that Running a 70:20:10 learning

is based on the program is more like
70:20:10 model is running an advertising
more complex than They have more moving campaign than running
just running a course. parts, are more than just an event.
one-off events, and
learning and development
operational people often
find the increased
complexity difficult, at
least in the beginning.
 IMPLEMENTASI MODEL 70:20:10

Digital learning and Model 70:20:10

LMS adalah sebuah KEHARUSAN..!!!
 EVALUASI MODEL 70:20:10

Evaluasi perlu selalu

dilakukan untuk memperoleh
Continuous Development
MITOS MODEL 70:20:10
 Contoh
Implementasi
Model 70:20:10
(Self Guided Learner)
 IMPLEMENTASI MODEL 70:20:10: Self Guided Learner
Kompetensi yg akan dibangun MNF (2020):
Menulis KTI di jurnal terakreditasi (target 7 bulan: Juni s.d. Des)
Praktik menulis KTI, Ikut webinar, membaca
submit KTI ke jurnal buku/modul, membaca
sasaran, jika ditolak tips lolos jurnal,
perbaiki & kirim lagi, membaca banyak artikel
Menulis tema lainnya, jurnal, membidik jurnal
Perbaiki review dari sasaran & paham gaya
mitra bestari, dll selingkung, pod cast, dll.

Membentuk CoP “Lolos Jurnal Terakreditasi 2020”, ikut grup

WA kepenulisan, menemukan mentor & coach, sharing
knowledge, diskusi tentang jurnal, dll.
MODEL 70:20:10 TIDAK BERHASIL? (1)

Human Resource Development Quarterly. 2018;1–

20. wileyonlinelibrary.com/journal/hrdq
 MODEL 70:20:10 TIDAK BERHASIL? (2)
CONCLUSION
We found that, despite many Australian public sector organizations implementing the framework, to date it is failing
to deliver desired learning transfer results. This failure can be attributed to four misconceptions in the
framework's implementation:
(a) an overconfident assumption that unstructured experiential learning will automatically result in capability
development;
(b) a narrow interpretation of social learning and a failure to recognize the role social learning has in integrating
experiential, social and formal learning;
(c) the expectation that managerial behavior would automatically change following formal training and development
activities without the need to actively support the process; and
(d) a lack of recognition of the requirement of a planned and integrated relationship between the elements of the
70:20:10 framework. We conclude that the social aspect of the framework is the “glue” that integrates formal and
experiential learning and fosters a conducive work environment. The 70:20:10 framework has the potential to support
public sector capability development, providing it is implemented with all elements of the framework fully integrated
TERIMA KASIH