In the HR and coaching world, there are always new techniques to think about and new approaches to try. But sometimes, there is a technique that makes so much sense that it becomes embedded in the culture.
The 70-20-10 model is one of those.
Despite first being developed in the 1980s it is still a popular choice among business leaders today.
Why? Well, quite simply, it is as effective today as when it was developed!
Let’s examine what the 70-20-10 model is and why it works, then explore how you can use the model in your own organisation.
Leadership Development Training That Actually Works
What is the 70-20-10 Model?
The 70-20-10 model was developed in the 1980s by three researchers from the Center for Creative Leadership. They conducted a survey and found that respondents felt the majority of their learning came from on-the-job training.
Based on the survey results, the researchers developed a model for the proportions of how learning should be conducted in the workplace. Their suggestion was:
70% Experiential Learning or Learning by Doing
This type of learning comes through doing the job on a day-to-day basis and taking on new and challenging tasks. During this learning style, employees refine their skills, challenge themselves and learn through their mistakes.
For optimal retention of learning opportunities, this style of learning should make up 70% of a worker’s training.
20% Social Learning
This style of learning occurs when employees work together and mix with others.
Less formal and more interactive, when this type of learning is engaged employees learn from their peers and develop their social skills. Social learning can also happen as a result of interactions with managers and team leaders. This can be in the form of feedback or mentoring.
This style of communal learning should make up 20% of development training.
10% Formal Learning
Exactly as it sounds, this type of learning is completed formally through scheduled and structured training courses or seminars or online learning.
Ironically, for optimal return, this style of learning is the smallest part of the mix making up just 10% of development training. However, it is often the first type of training employers or HR departments think of when developing leadership and development programmes.
Overall, this model is still one of the most popular approaches to learning and development used in the workplace today. But, is its effectiveness comparable to its popularity?
Why the 70-20-10 Model Works As Leadership Training Development
It addresses different learning styles
This model works primarily because it encompasses a range of different learning styles. Some people learn through formal lessons and bookwork, some through group work, and some learn by doing. The 70-20-10 model has elements of all these styles. Learning is replicated at each stage giving everyone the chance to learn in their preferred way.
It can boost employee engagement
Any type of learning and development opportunity can help employees feel like they are on a clear career path within an organisation and this can lead to improved employee engagement. Because this model allows for lots of on-the-job training, opportunities for learning and development can come more frequently than models based solely on formal scheduled training.
It is easily scalable
Another benefit of the majority of learning happening on the job is that it is easier to scale up a learning and development programme for extra employees if needed. And because each employee learns as they go and works together with others to deal with their challenges, learning can still be personalised and tailored, even at a larger scale.
How to Implement a 70-20-10 Model in Your Organisation
Before you jump into implementing this model, you need to ensure that the ratios are right for your business. While called the 70-20-10 rule, these numbers should be used as a guide and may need adjusting depending on the sector in which you work.
For example, a profession such as medicine will likely need more formal training. If there are technical aspects to the job that can only be taught in a formal way, then obviously the proportion of formal learning will need to be increased.
Once you have the split defined, you can undertake the following steps for implementation:
Align your strategy with your business goals
As you develop the 70-20-10 strategy for your organisation, you must ensure that it fits with your overall company objectives. Also consider how your learning and development plan will support those objectives.
Decide how you will monitor your strategy
One of the issues with on-the-job training is that it can be harder to assess and review than formal learning. Ensure you have adequate processes in place to review how your employees are developing. This could be self-reporting questionnaires, peer support or regular staff appraisals.
Explore your options for formal learning
Today, formal learning can take many different formats. It does not have to be complex, boring or drawn out, meaning you can appeal to a range of learning styles. This flexibility could mean that you choose to increase the level of formal training in your plan.
Online learning like interactive courses, quizzes and gamification can all help.
Ensure you have the right team in place
While employees will learn on the job as they complete tasks themselves, it’s important to have a great team of mentors and more senior staff who can assist them. This is particularly important for the social aspect of the 70-20-10 model.
Want to know how the 70-20-10 model could work effectively in your organisation?
I work with HR and leadership teams to design a programme of core training content, group coaching and action learning sets, and 121 coaching. This design enables participants to learn core concepts, apply the theory into practice, and build peer support groups to continue to share and evolve the learning well beyond the programme. This approach helps you get the best results for your business. If you’d like some help implementing a new leadership training and development programme for your managers and leaders, then get in touch.
