The 70-20-10 Model In Learning And Development

What Is The 70-20-10 Model?

The goal of almost all business training is to change behaviour for performance. However, studies evaluating the impact on productivity have found that the most critical aspect is not the educational process itself. Motivation and attitude to learning are essential; but, it turns out, not to the student themselves, but their leader.

Paradoxically, the most significant factors for successful development are:

  • the mood of the leader before the start of training
  • the spirit of the leader after the completion of the activity
  • the possibility of full implementation of skills in practice after completion of training

These databases have been established from the results of fundamental research on the processes of assimilation at the heart of the 70-20-10 learning model:

  • 10% of the knowledge a person receives is from educational sources – reading and studying in class, gaining the knowledge they need for their work.
  • 20% is accounted for by social learning in communication with staff and colleagues, modelling and experimenting.
  • 70% is practical learning through workplace experience. The learner puts into practice everything that they know and, essentially, analyses their own experience.

The value of this model is not in the numbers presented but in the fact that it brings broad topics to a comprehensive class, transferring it to a permanent place and social spheres.

If we talk about companies that introduce innovations, the structure will take the following form: 5% formal training, 55% social learning, 40% experiential learning.

How relevant is the 70-20-10 Model?

The 70-20-10 Model In Learning And Development

The 70-20-10 model of learning is a good solution for corporate training. Why? The essence of the model is that most of the development (70%) consists of independent work. But working with colleagues comprises only 20%. The employee receives the smallest percentage of knowledge (10%) from formal training because they spend less time on it.

Understanding concept changes and behaviour patterns in the company increases productivity and expands thinking. It is essential to understand that learning is no longer limited to within the walls, although the concept does not exclude the traditional LMS platform.

Learning outside work is still effective and necessary; it lays the foundation. However, a person can consolidate the acquired knowledge and gain new experience, learning new applications of their ability in the course of their job.

Why Use This L&D Model?

All over the world, there are companies with a shortage of talent. It is becoming increasingly difficult for organisations to retain talent. There is a noticeable increase in the number of people leaving their jobs. Every year, 40% of employees leave, and talent managers continue to look for new places to hire and develop talent.

On average, the body’s structure determines 50-150% of the annual salary. Over time, this could increase to 400%, according to a PwC report. The company can use a training model and development programs to solve this problem. Industry statistics indicate why L&D are vital to employee development and retention:

  • 87% of millennials choose a job that allows them to grow.
  • 42% want to leave their job because they don’t learn fast enough.
  • 36% say it is an essential factor for them.
  • 94% of employees stay.

What features of the 70-20-10 Model?

In the consistent application of the 70-20-10 model example, we see an opportunity for separation of personnel recovery and rebuilding working relationships with colleagues and stakeholders, removing the emphasis on control with support, assistance, and cooperation, and creating a practice of accurately identifying the needs and priorities of the organisation and its recognised faces.

At the core of the 70-20-10 mindset is the understanding that the vast majority of knowledge available at work can overwhelm the learner (and sometimes their leader), so qualified learning and development model personnel should reconsider their role and seek to help expand and strengthen broadcast channels that already operate outside of their world.

Critiques of the 70-20-10 Model

Although this model has been widely used, it has been criticised in scientific literature. In particular, McCauly (2013) questions that if formal learning ‘is only 10% of LMS portal development, why do we need it?’ Other arguments include:

  • There is little quantitative evidence in the scientific literature for the 70-20-10 rules (Clardy, 2018).

An analysis in the early 1980s showed that the ratio for managers was 50-30-20. Zemke (1985) proposes that ‘although 20% of a manager’s skills come from formal training, the average manager spends less than 1% of his time in training.’

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