The 70-20-10 Model for Learning and Development
The ability of an organisation to innovate, change and become more effective is dependent upon the skills and capabilities of its employees, thus highlighting the importance of professional training and development. The 70-20-10 learning model has proved a time-tested solution for organisational learning. Designed to integrate three types of learning (experiential, social and formal), this model has been adopted globally in both the private and public sectors to support organisational learning.
70 20 10 learning is a ratio of multi-dimensional ways of learning, including experiences, collaboration and training. This ratio describes the ideal combination of different learnings for successful personal and organisational capability development.
70-20-10 Explained
The model is based upon the principle that a learner needs three types of experiences for effective learning to occur. These include:
70% (Experiential Learning)
70% of what we learn is through hands-on experience, resolving daily issues, and challenges. This type of learning is informal and self-directed and requires a learner to apply the skills and theory learned. This exercise helps in better knowledge retention and honing skills that may be lacking.
20% (Social Learning):
Learning can also occur when one observes and interacts with other people. Employees learn through their interactions with peers, superiors, or other parties involved in an organisation. This amounts to 20% of the learning according to the model.
10% (Formal Learning):
The backbone of organisational learning is formal, which is delivered in a structured way. 10% of the learner’s development occurs through the formal coursework they are exposed to. This gives a base for the knowledge gained.
Reflecting that learning must be tightly coupled with work to enable capability development and learning transfer, organisations should develop a complex training programme that combines formal training with on-the-job training along with opportunities for peer and supervisor support.
Common Misconceptions
The 70-20-10 model is often used as a rigid model; however, it must be remembered that it is only to serve as a guideline and not a fixed rule. Not all learning activities have to fit into one of the three categories, in the exact same ratio. Such an approach will not be as effective for all workers as everyone have their own particular learning needs and styles.
Secondly, the model is not ‘anti-training’. Organisations should not see it as a recommendation to reduce formal training to a mere 10%. It is rather about integrating both formal and informal learning into every aspect of work.
Is the 70-20-10 relevant for the public sector?
Transfer of learning in the public sector is particularly challenging due to high turnover in government, poor succession planning, few opportunities to practice new skills, weak links between training activities and organisational skill requirements, continuous structural change, insufficient resources, and the prioritisation of task output over skill development. The 70-20-10 framework offers a viable solution to such challenges.
The principle underlying the 70-20-10 framework is that learning takes place through combining formal, social, and experiential experiences. Thus, for learning transfer to occur, individuals also need social and experiential support. Social support occurs through working with and gaining support from colleagues. Experiential support, on the other hand, requires the creation of opportunities to apply new skills and knowledge at work. As it combines three types of learning, the 70-20-10 model could guide the public sector in overcoming learning transfer problems. This can be done by ensuring that learning and development programmes include structured experiential, social and formal learning experiences.
What makes the 70-20-10 learning model effective?
There are several benefits of the 70-20-10 model. A few of them include:
- Increases efficiency
This model offers a combination of different learning approaches, catering to different aspects of work. This leads to enhanced employee engagement and performance leading to a more productive workplace.
- Scalability
The learning model emphasises on-the-job experiences and coordination. Hence, it becomes easier to scale the employees’ performance and growth and compare them providing constructive feedback for further development.
- Learning culture
The three different types of learning ensure a culture of continuous learning in an organisation. The thrill of learning new skills helps enhance employee performance and improve employee retention rates.
However, the model has been often criticised for providing only 10% weightage to formal learning. Formal training is the vital backbone of organisational training and reducing it might not always be very productive. The model has also been criticised for its order and reversing it to 10-20-70 with formal training coming first has been suggested to be more effective.
Conclusion
The 70-20-10 model is a time-tested globally accepted model of organisational training and development. However, with evolution in available technology, office environment and employees’ learning habits, is it still relevant?
The learning model is still relevant as long as it is not used very rigidly and only as a guideline. The 70-20-10 model is likely to give better results if the ratio is modified according to the specific industry and the kind of learners that the concerned organisation has. Some jobs may need more formal training while some may require more on the job learning. Thus, there must be a balance between the three forms of learning, and formal training can be designed such that it incorporates both on the job training and social learning.
When the learning model’s elements are not perceived to be implemented in isolation but rather in an integrated and complementary manner, this model has the potential to lead to newer opportunities to both develop and implement new capabilities. It is for this reason that the 70:20:10 model is still extensively used across the globe in both private and public sectors as a guideline for training employees.