What frameworks do you use to develop your workforce?

This is absolutely crucial to recognize. Informational knowledge transfers is simply not enough to create learning -- let alone foster a culture of learning. In order to be a learning organization, experience, practice, and social interactions are foundational to not only learning what's currently needed, but ultimately building onto existing organizational knowledge and pushing the organization forward.

The 70-20-10 Model is absolutely something that everyone should be aware of. Learning is a continuous and iterative process. Leaders and L&D program designers need to incorporate on-the job learning, tacit learning through social interactions and feedback from a strategic perspective after internal or external formal education or course sessions have been completed. Similarly, the insights from feedback and on-the-job learning could be translated further to develop an improved version of formal or informal education and course sessions.

Each successive level of the Kirkpatrick model offers a deeper, more precise evaluation. Level 1: Reaction Measuring how participants felt about the training. Example: A post-training survey on the session's content, delivery, and overall experience. Level 2: Learning Assessing knowledge, skills and confidence. Example: A quiz or test given at the end of the training. Level 3: Behavior Checking if participants are using what they learned when they return to their job. Example: Observational assessments to see if trainees are implementing what they've learned. Level 4: Results Evaluating the real-world outcomes of the training. Example: Measuring key performance indicators (KPIs) before and after training.

This model has recently been adapted to be equity forward: SMARTIE (Strategic, Measurable, Ambitious, Realistic, Time-bound, Inclusive, and Equitable). These goals help to set a meaningful vision that reflects the needs of your organization or relevant stakeholders. It's important to also recognize that within the context of a VUCA workplace, these goals may be something that need to be adapted as workplace and organizational changes occur to best reflect (and be "Relevant") the needs of those at the organization. Equity and inclusion are also important additions as the framework encourages those considerations from the onset of strategic goal creation.