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What is the 70-20-10 model?

As we mentioned last week in our blog post, the 70-20-10 model has been around for a few years now, and reflects the increasing awareness that learning is not just about “traditional” training (whether it be a seminar, classroom, or an e-learning program). Research has shown we actually acquire most of the knowledge, skills and behaviours we need to perform our jobs through actual experience and working alongside others.

The 70-20-10 model has its origins in the work of McCall, Eichinger and Lombardo from the Centre for Creative Leadership. Their book, “The Career Architect” (1996), is based on empirical research and concluded that successful managers learned in 3 different ways:

• 70 percent of learning comes from real life on-the-job experiences, tasks and problem solving
• 20 percent of learning comes from feedback, working with and observing role models
• 10 percent from “traditional” training

In our last post we talked about why you should think about implementing the 70-20-10 model.  Now, let's take a look at how you can implement it at your company.

5 Practical tips for implementing the 70-20-10 model in your company

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1.  Enable experiential learning – this is key when we consider that 70% of learning comes from “doing”. Giving employees the opportunity to learn through challenging yet achievable experiences is one the most powerful and practical tools in a manager’s toolbox.

Experiential learning can come through new roles and equally occur within existing roles. Three approaches we’ve seen clients benefit from are:

• extending the scope of responsibility and control
• enabling and increasing decision-making power
• expecting staff to build new relationships (e.g. other business units, senior managers, virtual teams , suppliers, partners, clients…)

2.  Be prepared to accept a compromise between optimal efficiency and developmental opportunities.   You can expect to see specific requests upwards, where an employee is keen to get involved in a challenging project specifically to build their skills. Naturally they won’t be as effective or efficient as somebody who can already perform this role – so look at it as a learning and development initiative rather than just a question of resources.

3.  Engage with internal and external trainers and training providers early on to discuss how to connect the dots between on-the-job, social and formal learning. The goal is to identify critical skills and behaviors and then look at building and reinforcing these using all options.

4.  Coaching and mentoring – Both coaching and mentoring are great ways of integrating social learning into a traditional program. Although the two terms are often used interchangeably, and both draw on a similar skill set I’d argue there are differences. For me mentoring is deliberately connecting an experienced person (the mentor) with a less experienced one (the mentee). The mentor could be a colleague, a manager, or the line manager. The mentor then tutors, shares experiences, models, counsels and offers feedback.  Coaching does not necessarily imply directly related experience, tends to be less directive, and is aimed at improving performance in specific areas.  Regardless of how you define them, both approaches have a lot to offer.

5.  When it comes to traditional training the key is early and explicit management involvement. The single most powerful step a manager can take is to clearly explain to their staff  why the training is relevant to the business and that there are clear expectations. This simple step drives motivation, participation and transfer. This transfer is crucial and I’d suggest that any traditional formal training has to integrate a transfer plan. In this simple document the employees are challenged to consider how they will actually transfer the learning into their workplace, when they’ll do this, who else needs to be involved and how will they know when they have achieved this.

The 70-20-10 model has proven to positively impact organisations in enhancing their learning and development programs. Now that you know what it is, and some tips on implementing it, let us know if you have any experience with the 70-20-10 model in the comments area below. Want to learn more on how else you can help employees retain what they learn from training? Click here for more information.