The Center for Creative Leadership developed the 70-20-10 concept over 40 years ago. But how well does it actually describe how people learn?
The 70-20-10 model is a learning and development model that suggests a proportional breakdown of how people learn effectively.
It is based on a survey conducted in 1996 asking nearly 200 executives to self-report how they believed they learned. In this survey, respondents reported the following influences on learning:
They simply remind us that the majority of learning and development comes through experiential and social learning in the workplace (the '70' and '20') rather than through formal classes and courses (the '10').
Here are some examples of how the 70-20-10 model can be applied in the workplace:
Challenging assignments: This could include taking on new projects, working on stretch goals, or being given responsibility for leading a team.
Developmental relationships: This could include mentoring relationships with more experienced colleagues, peer-to-peer learning, or participating in employee resource groups.
Coursework and training: This could include formal training programs, online courses, or workshops.
It is important to note that the 70-20-10 model is not a one-size-fits-all approach. The specific mix of learning and development activities that is most effective will vary depending on the individual learner, the job role, and the organisation.
However, the model can be a helpful tool for thinking about how to create a learning and development strategy that meets the needs of all learners.
The 70-20-10 model can be used to create a learning culture in a number of ways. Here are a few suggestions:
By following these tips, you can create a learning culture that helps your employees reach their full potential.
Finding appropriate opportunities to learn new skills on the job while providing adequate support can be a challenge, particularly if the current workplace culture is falling some way short right now. If current observable behaviours are undesirable, this may actually undermine change. However, integrating development planning to change management and the strategic goals of the company is a potential solution. Here, leaders are assigned a particular task or goal which supports the organisation’s change strategy. They are then encouraged to execute specific tasks which increase their confidence and skills in the company while also boosting their internal recognition.
Unstructured training is often difficult to approach because it has no formal process. It depends on the type of work being done by potential leaders at any given time. However, it is possible to design a general framework, or scaffolding, around which learning can take place. This process should include a development plan template, an assessment before work is carried out to see whether individuals have the soft skills to become leaders, and an implementation plan followed by a follow-up meeting to review progress.
Encourage learners to conduct a self-assessment to identify desired behaviours and any development required to fill the gap. There are two types of action plans that participants need to address when undergoing workplace training. The first is to create an action plan for how they are going to complete their challenging job assignment and in what time frame. The second action plan should relate to soft interpersonal skills that they will need to make sure that the project is ultimately a success. Ideally, participants should identify one or two “mission critical” soft skills to develop throughout the process over the course of nine to twelve months.
Finally, in any experience-driven learning process, it’s essential to include methods to ensure accountability of participants. Managers should expect to spend at least five hours working with leadership candidates, going through their action plans and making sure that they are passed up the chain of command to supervisors higher up in the company. This ensures that projects are challenging enough and that they are aligned with cultural change.
70-20-10 is just one of six of the most well-established learning theories we've examined to help improve your outcomes.
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