Unlocking Potential: The 70:20:10 Learning and Development Model

The pandemic has had a dramatic impact on how employees expect their employers to show them that they care and on what organizations must do to retain their employees. Relying on traditional organizational learning initiatives such as classroom training, seminars, and certifications is no longer enough. Organizations must evolve their paradigm with a focus on a holistic employee learning experience of growth, engagement, and connectedness. These three factors are essential. Their balance determines whether the learning experience is positive or negative.

An age-old learning and development model that emphasizes all three is the '70:20:10' model. Although the concept was introduced in 1980, it still has enduring value in strengthening the holistic learning and development of employees in the 'new' world of work. Let's understand how this model works.

70:20:10 Learning and Development Model for Holistic Development

• 70% of learning comes from practical experiences

This means that most learning happens when employees take on real-world challenges beyond their current knowledge. For example, if an HR director assigns a new manager to launch a training campaign for a new performance management software, a task beyond the manager’s existing experience, they learn by navigating the process. The manager will need to explore the software, seek guidance from peers, and apply their own problem-solving skills.

Real growth, training, and development happen here. As employees  struggle and take on a real challenge that will impact people other than themselves, they learn in real time. This part, after all, is about autonomy. Your people learn by doing. And in the process, they'll become more knowledgeable and better prepared for the challenges of the future.

• 20% of this model involves peer learning and mentoring

In the workplace, this traditionally means regular face-to-face meetings. A mentor might encourage a mentee to think about what's working and what's not—in the process of project completion or goal achievement.

For example, if a role requires strong negotiation skills, the best way for an employee to learn is through an adept peer or manager guiding them through a negotiation scenario. The employee could observe and then receive coaching on an actual negotiation scenario. The worker learns through observation and interaction under the guidance of others, a possibility not covered under more formal training.

• 10% of learning takes place through formal training

10% of this L&D model suggests setting up a formal professional development program. This includes videos, webinars, readable content, relevant resources written by industry leaders, panel discussions, etc.

Embracing the Agile Way of Learning

When evaluating the best approach to employee training and development, you must consider the unique needs of your business and workforce. Ultimately, the most effective learning and development program should help employees progress and gain satisfaction in their work.

The 70:20:10 model is based on an organization's commitment to an agile and systematic approach to building the skills, knowledge, and competencies required for success. By giving employees the opportunity to acquire new knowledge and skills in an agile way, you can better retain talent and develop strong leadership capabilities, ultimately contributing to a better organizational culture and long-term success.