One critical yet at times under-sung learning framework, made famous by thought leader Charles Jennings, is the 70:20:10 Model. I was fortunate to be introduced to this model prior to discovering some of the challenges and misconceptions which exist in the workplace around professional development. For me, the concept that learning occurs in and outside of the classroom was not revolutionary; however, experience has taught me that not everyone thinks this way.
Excuses, Excuses
Many say that formal classroom learning has its limitations. Indeed, research figures place the effectiveness of such trainings at approximately 12% (Shift eLearning, 2020). Despite this, employees will often say that they do not receive enough opportunities to learn because a limited number of in-person courses are offered. Being invited to training has been “perked” by many organizations and extended to only a select few. Add to this the following sobering statistics from LinkedIn Learning (2019) and Shift eLearning (2020):
94% of employees say that they would stay at a company longer if it simply invested in helping them learn
74% of employees felt that they were not achieving their full potential at work due to a lack of development opportunities
Roughly 25% of GenZ and Millennial employees say learning is the #1 thing that makes them happy at work
If employees are not given the privilege of sitting in a classroom, many do not believe that they are learning. Why is this? Is it because of our educational upbringing? What about the School of Hard Knocks? What about the lessons, insights and observations gleaned from social interactions?
Couple this woe-is-me approach with the fact that the same employees complain that online learning is boring, irrelevant or time consuming. These courses are often deemed hoops to jump through or a pencil whipping activity which prevent employees from achieving productivity metrics.
The Tough Love Answer
The next time employees cite these and similar excuses for why their performance and engagement are subpar or how the organization could care less about their development, I am going to offer them a piece of pie. No, not humble pie, but a 70:20:10 pie.
“What is the 70:20:10 Model?” they will ask, and I will say with bursting enthusiasm, “Check out this handy-dandy one pager.”
70% - Experiential Learning
This professional development model argues that approximately 70% of learning takes place on the job. Knowledge is gained through experience. This type of learning includes tenure in one’s role, On-the-Job Training (OJT) programs, stretch assignments, special projects, job rotation and job shadowing. Problem solving also falls under this category. As the adage goes, necessity is the mother of all invention. We learn when our current knowledge base becomes inadequate. We learn through practice and repetition.
This concept and its hefty weight in the balance of workplace learning makes sense because we value individual’s years of experience. This is why 95+% of job descriptions prescribe a certain number of years of experience. Knowledge comes with time and practice. HR professionals should partner with employees and their supervisors to carve out stretch assignments and the like as well as ensure that employees consistently receive feedback on their performance so that their lessons gained from experience can be reflected upon and punctuated for impact.
20% - Social Learning
What about the 20%? This wedge of the pie, like the others, can go by a few different names. Deemed “social” by many, this type of learning occurs in conjunction with other people. Mentoring, coaching, collaboration, feedback and networking are common forms of social learning. Formal, informal and peer mentoring yield various learnings and development opportunities.
Exposure to senior leaders within an organization is also a form of social learning. Observing how senior leaders engage in tough interactions, make critical decisions and utilize soft skills paints a picture for those seeking their own development. Exposure to technical experts can also fortify one’s knowledge of certain aspects of the business, providing the learner with an appreciation for “how the sausage is made” and why other business processes are designed in certain ways. Finally, participation in diversity and inclusion initiatives, including employee resource groups and affinity networks, prompts cultural learning and can open doors to mentoring and formal learning opportunities. Such groups are known to sponsor and focus on these types of enrichment programs and generally cast their doors wide open for participation.
Social learning can be overlooked because it occurs frequently and feels quite natural. Indeed, by our very nature, humans are social beings. Sometimes employees merit from the gentle reminder that they are learning from others simply by interacting with them. Organizations should encourage employees to network internally and externally. Much can be learned from forging relationships.
HR professionals are also frequently asked to start or facilitate mentorship programs. Many hesitate to do this because of the heavy administrative factors involved. Employees often gain the most from seeking out a series of informal mentors and creating a personal group of coaches, each with a unique background or expertise. This enriches employees’ learning potential.
10% - Formal Learning
Ah, now we are back in familiar waters – classroom learning…the “valuable” kind in the eyes of certain employees. Classrooms are taking many forms in the modern workplace: brick and mortar rooms, eLearning, webinars, workshops, etc.
Formal learners also flock to ol’ fashioned books. They read industry-specific and leadership publications to boost their ongoing education. Even if a course is not being offered, anyone can seek out an article or book to read. Even formal learning can be self-directed.
These more “traditional” forms of learning are crucial and should not be undersold. A place for formal learning exists in the 21st century workplace. However, the thought that 100% of learning occurs this way is a gross misconception. If this were the only way to learn, employees would be in trouble. According to a 2018 report by the U.S. Bureau of Labor Statistics, “companies with fewer than 100 employees gave only 12 minutes of manager training every six months. Organizations with 100 – 500 employees provided just 6 minutes” (Shift eLearning, 2020). Dare I ask, what about larger organizations? If this decreasing time-bound trend holds true in large organizations, employees would receive next to no training. Still, this is not a reason for excuses! Social and experiential learning, which are harder to measure by the minute, offer great benefits.
The Up Side: Realizing & Activating Opportunities
A blend of all three forms of learning is needed in order to generate meaningful results. Often this ratio is approximately 70:20:10. At times, the ratio varies given personal needs/preferences and organizational culture.
The beauty of the 70:20:10 Model is that when employee development is derived from multiple sources, each form of learning reinforces the others. What is learned in a classroom is applied on the job and refined by a coach who offers feedback. A mentor may make a networked introduction, extend a stretch assignment or recommend the latest best-selling leadership book. The combinations of formal, social and experiential learning are endless.
When these forms of learning build upon one another, employees are more likely to apply their integrated knowledge to their work and view their professional development as continuous. This benefits the individual, the organization and its customers. The company is also well positioned to realize higher retention, engagement and employee satisfaction.
To the Point
We are always learning even if we are not in a classroom. Sometimes employees need a gentle reminder of this. HR teams should highlight the many forms and faces of development. Leaders should sit down with their direct reports and ask, “How is your pie filling out? Where can I support you? What other forms of learning would you like to pursue? Is your 70:20:10 blend aligned with your development goals?”
Let’s remove the misconceptions and excuses around professional learning. When we realize the seemingly “hidden,” everyday forms of learning at work, we are on the road to sustained results. Go seize opportunities!
Interested in learning more?
LinkedIn Learning. (2019). 3rd annual - 2019 workplace learning report: Why 2019 is the breakout year for the talent developer. https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/workplace-learning-report-2019/pdf/workplace-learning-report-2019.pdf
70:20:10 Institute. (n.d.). The 70:20:10 model. https://702010institute.com/702010-model/
Shift eLearning. (2020). 10 statistics on corporate training and what they mean for your company’s future. https://www.shiftelearning.com/blog/statistics-on-corporate-training-and-what-they-mean-for-your-companys-future#:~:text=A%20long%2Dterm%20research%20project,to%20lack%20of%20development%20opportunities
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