The 70:20:10 learning model has gained significant traction in professional development. This approach to learning is about seamlessly embedding learning into everyday tasks; i.e. truly embracing 'on-the-job' development to reshape and enhance an organisation's ability to respond to change and upskill people quickly and sustainably.
The 70:20:10 model says that 70% of any training or learning intervention should be dedicated to experiential learning. This involves hands-on experience where employees tackle real-world challenges and refine their skills on the job. To support this, 20% of time should be dedicated to social learning. This encompasses interactions around collaborative projects, mentorship, coaching and teamwork – all essential elements for nurturing a robust learning culture, making workplaces vibrant with knowledge exchange. At the smallest end, just 10% of development time should focus on formal learning events, blending traditional methods with modern digital platforms, from face-to-face sessions to online webinars.
While the '70:20:10' dictates a percentage for each of these activities, the number is less important than the balance. There is always a place for all types of learning interventions, the key is to weight learning programs in favour of the 70:20, rather than relying on traditional methods to build skill.
At GRIST, our programs aim to do just that – increase and prioritise the experiential/social aspect of every program we run to drive increased engagement, talent development, productivity and optimise team and/or employee performance. Using the 70:20:10 as a guiding principle for learning design helps us transform how organisations approach employee training.
Understanding 70:20:10 model for learning
The purpose of the 70:20:10 model is to foster an environment where learning and development are integral components of everyday roles for leaders, managers, and their team members, rather than being viewed as an optional extra or solely the responsibility of the Learning & Development department.
The 70%: experiential learning
Experiential learning accounts for a significant 70% of the 70:20:10 model and focuses on practical, on-the-job experiences, and regular practice to refine job-based skills and decision-making capabilities. This hands-on approach enables employees to learn more quickly and effectively than through traditional training methods, as they are immersed in real-life situations and apply their knowledge to address challenges.
To ensure streamlined experiential learning, organisations can structure learning programs to align with the organisation and role, whether it be for specific projects or day-to-day tasks. A learning management system can be used to facilitate this process.
The 20%: social learning
Social learning forms 20% of the model and involves interactions, observations, mentoring, coaching, and teamwork to create a productive work environment. Establishing a learning culture within the workplace is crucial for the 70:20:10 model to fully realise its potential, as it promotes and encourages social learning, leading to a productive work environment where teams are eager to support and learn from one another.
This approach complements formal training programs by providing employees with formal learning opportunities as well as informal learning experiences, such as learning from their peers and observing more experienced colleagues, receiving regular coaching, and fostering a diverse range of developmental relationships.
The 10%: formal learning
Formal learning is still important, but significantly less time should be focused in this space. Only 10% of learning time should be spent 'in the classroom', with formal training programs ( both face-to-face/online), webinars, videos and elearning all falling into this category.
Implementing the 70:20:10 model in your Organisation
Implementing the 70:20:10 model in your organisation involves assessing current learning practices and design principles, setting goals and objectives, and developing an actionable plan to integrate experiential and social learning alongside formal learning methods. Successfully adopting the model requires organisations to transition their entire mindset and promote a variety of learning and development activities within the team.
Assessing current learning practices
To assess the balance of your current learning programs in line with the 70:20:10 model, start by conducting a comprehensive audit of all training initiatives. For the experiential component (the 70), review the opportunities provided for on-the-job learning. Assess if employees are exposed to real-world challenges that encourage skill application and growth. Gather feedback directly from employees about their hands-on learning experiences and its frequency.
For the social learning aspect (the 20), evaluate the structures in place for coaching, mentoring, and peer-to-peer interactions. Are there formal mentoring programs? Do teams regularly collaborate and share knowledge? Surveys and feedback tools can provide insights into how frequently these interactions occur and their perceived value.
Lastly, for the formal classroom learning (the 10), document the frequency, duration, and nature of all structured training sessions, both offline and online. Compare this against the total learning hours to ensure it doesn't go too far over the recommended 10%.
Setting Goals and Objectives
Once you've assessed current learning and development programs, set some goals. Start with the gaps you've identified between current practices and the model's ideal proportions. Here are some examples:
For the experiential learning component (the 70), goals might include expanding project-based learning opportunities or encouraging job rotations.
For the social learning segment (the 20), you may aim to launch structured mentorship programs or enhance team collaboration platforms. Setting measurable targets, like 'Increase mentoring partnerships by 20% in Q1' will help set clear goals to work towards increasing social learning.
Lastly, for formal learning events (the 10), objectives could focus on streamlining course content to deliver high-impact sessions, ensuring they remain supplementary yet effective.
Developing an actionable plan
Once goals and objectives have been set, develop an actionable plan by aligning learning outcomes with specific types of learning and appropriate training methods. An actionable plan should include a timeline, budget, and resources required for implementation, along with a plan to assess the efficacy of the training methods as part of a comprehensive learning strategy.
Engaging leadership and gaining their buy-in is also pivotal to successfully transitioning towards a 70:20:10 learning framework.
Benefits of adopting a 70:20:10 approach
The 70:20:10 model presents a transformative approach to employee development in organisational settings by combining experiential, social, and formal learning. Its holistic approach ensures comprehensive growth, integrating on-the-job learning with collaborative interactions and high-impact training. This blend leads to faster skill acquisition as employees immediately apply knowledge in real-world situations.
Beyond individual growth, it fosters a thriving collaborative environment, as 20% of the learning emphasises interactions with peers, mentors, and teams. This approach is both cost-effective, reducing the reliance on extensive training sessions, but also ensures organisations remain agile, adapting swiftly to evolving business needs.
By cultivating a robust culture of continuous learning and improvement, employees are intrinsically motivated, taking charge of their own development journey. The focus on real-world application enhances engagement, ensuring employees see the direct relevance of their learning to their roles. The result is a streamlined, efficient, and holistic learning strategy that amplifies productivity, satisfaction, and retention. In essence, the 70:20:10 model is a beacon for organisations aiming to expedite and optimise any learning and development program.
Leveraging Technology to Support the 70:20:10 Model
Technology can play a pivotal role in realising the potential of the 70:20:10 model. Digital platforms can enhance on-the-job learning by offering real-time simulations and interactive case studies, replicating on-the-job challenges. For social learning, technology can facilitate mentorship and peer interactions through collaborative tools and virtual networking platforms. Learning management systems can efficiently deliver, track, and optimise content, offering a blend of webinars, e-learning modules, and videos. By integrating these technologies, organisations can seamlessly embed the 70:20:10 model into their learning and development programs, fostering a holistic and adaptive training ecosystem.
In summary
What is the 70:20:10 model?
The 70:20:10 model suggests that 70 percent of learning is acquired through job-related experiences, or experiment and reflection, 20 percent from interacting with peers, coaching, and mentoring, and 10 percent from structured learning, including classroom and online learning.
This model emphasises the importance of experiential learning to build job-related skills and the need to create an environment that encourages collaboration and peer learning. It also highlights the need for formal learning to provide the necessary structure and guidance to ensure that the learning process is effective.
How can organisations implement the 70:20:10 model for learning and development?
Implementing the 70:20:10 model for learning and development involves introducing new projects to broaden employees’ scope of their role, expanding decision-making authority, providing on-the-job experiences and opportunities to manage people and projects, and including them in more strategic leadership meetings to drive development, rather than relying on a formal learning event to build skill.
This model encourages employees to take ownership of their development and become more engaged in their work. It also helps to create a culture of effective learning and development, where employees are encouraged to take initiative and take on new challenges. This can lead to increased job satisfaction, improved performance, and more creative leadership.
