Article 5: Let’s talk about the 70:20:10 principle
Corporate L&D has evolved greatly over the years. We’ve
moved from a culture of classroom trainings to hybrid-learning, microlearning
and very lately, AI based learning. However, the foundation of learning remains
constant despite the world evolving around it.
This is where the 70:20:10 model
of learning and development comes into play.
The 70:20:10 model was developed in the 1980s by researchers at the Center for Creative Leadership (Lombardo & Eichinger, 1996).
The 70% - Experiential Learning
Experiential learning refers to learning on the job, through
practical experience and hands-on work (Kolb, 1984). Employees develop skills
by tackling real challenges, making decisions, and reflecting on their
experiences.
Experiential learning happens through work tasks and projects
that push employees beyond their comfort zone. Studies indicate that employees
retain more information when they learn by doing rather than by passively
absorbing content (Marsick & Watkins, 2015).
Experiential learning also contributes to leadership
development. McCall (2010) found that 70% of employees attributed their career
progression to hands-on leadership experiences.
The 20% -Social Learning
Social learning refers to learning by interacting with
colleagues, mentors, and industry experts. This learning is based on Bandura’s
(1977) social learning theory, which emphasizes that people learn by observing
and imitating others.
A primary form of social learning is through mentoring and
coaching which was discussed at length in a previous article on this blog. Research
by Clutterbuck (2020) and (Grant, 2020) indicates that mentoring accelerates
career development and employee engagement while coaching plays a vital role in
providing real-time feedback and better performance
Social Learning also happens through collaboration and networking.
The theory of “the watercooler effect” is a testament to this fact. Employees
learn informally by discussing challenges, sharing best practices they have in
their respective job roles, and engaging in peer learning (Eraut, 2004).
The 10%: Formal Learning
Formal learning is structured training programs, workshops,
e-learning, and certification programmes. While it does form the smallest part
of this model, it is still very essential for foundational knowledge and
compliance training (Salas et al., 2012).
Traditional learning methods still contribute to helping
employees gain technical knowledge. Hybrid learning channels like E-learning
and virtual classrooms are now widely used to make formal learning more
accessible to all (Bonk & Graham, 2012).
Case in point?
A great example of an organization that uses the 70:20:10 principle is Google.
Google has many learning mechanisms that support the 70:20:10 learning approach. For example, Google provides its employees with opportunities to learn through experience. This is done by giving them challenging projects and assignments. They also provide employees with opportunities to learn through social interaction by means of collaboration and exchanging ideas with one another. Finally, Google provides its employees with opportunities to learn through formal education by offering them tuition reimbursement and by providing them with access to online courses.
What the future holds for 70:20:10?
Organizations worldwide are shifting to the 70:20:10 model
because it aligns with modern workplace learning needs. A new trend in
executing this principle is blending Formal Learning with On-the-Job Training.
As an example, an employee can attend a leadership training course (10%) and
then apply those concepts on the job in a project that will require real world
applications of what was learnt at the formal training (70%).
Research conducted by CIPD (2021) suggests that employees
are more engaged when learning is practical and directly applicable to their
roles. Experiential and social learning also leads to better long-term
knowledge retention compared to passive learning methods (Bersin, 2018). The
70:20:10 model also supports continuous learning, which is essential due to how
dynamic the corporate world is.
The 70:20:10 model has revolutionized corporate learning by
emphasizing hands-on experience, social interactions, and structured education.
Organizations that use this approach have shown higher engagement, better skill
development, and improved knowledge retention.
70:20:10 is here to stay. By integrating experiential,
social, and formal learning, businesses can look forward to a dynamic and
effective L&D strategy that molds future ready employees.
References
Bandura, A. (1977) Social learning theory. Englewood Cliffs,
NJ: Prentice-Hall.
Bersin, J. (2018) High-impact learning organizations: Best
practices and trends. Oakland, CA: Bersin by Deloitte.
Bonk, C.J. and Graham, C.R. (2012) The handbook of blended
learning: Global perspectives, local designs. San Francisco, CA: Pfeiffer.
CIPD (2021) Employee learning and development report.
Chartered Institute of Personnel and Development.
Clutterbuck, D. (2020) Mentoring and coaching in the
workplace: Theory and practice. London: Routledge.
Deloitte (2022) The future of corporate learning and
AI-driven training. Deloitte Insights.
Eraut, M. (2004) ‘Informal learning in the workplace’,
Studies in Continuing Education, 26(2), pp. 247-273.
Gartner (2022) Employee engagement and mentorship programs:
Trends and strategies. Gartner Research.
Grant, A. (2020) The coaching mindset: Unlocking potential
in the workplace. London: Bloomsbury.
Jennings, C. and Wargnier, J. (2011) ‘Experiential learning:
The key to unlocking the 70:20:10 framework’, Development and Learning in
Organizations, 25(2), pp. 4-8.
Kirkpatrick, D.L. and Kirkpatrick, J.D. (2016) Evaluating
training programs: The four levels. 4th edn. Oakland, CA: Berrett-Koehler.
Kolb, D.A. (1984) Experiential learning: Experience as the
source of learning and development. Englewood Cliffs, NJ: Prentice-Hall.
Lombardo, M.M. and Eichinger, R.W. (1996) The career
architect development planner. Minneapolis, MN: Lominger.
Marsick, V.J. and Watkins, K.E. (2015) Informal and
incidental learning in the workplace. London: Routledge.
McCall, M.W. (2010) High flyers: Developing the next
generation of leaders. Boston, MA: Harvard Business School Press.
N3XT. (n.d.) Google has adopted the 70:20:10 learning approach.
Salas, E., Tannenbaum, S.I., Kraiger, K. and Smith-Jentsch,
K.A. (2012) ‘The science of training and development in organizations’,
Psychological Science in the Public Interest, 13(2), pp. 74-101.
World Economic Forum (2023) The digital divide and workplace learning trends. Geneva: WEF.
Actually, the L&D calendar is crucial for the success of a company, in my personal point of view. It helps us make informed decisions about employees and identify their strengths and weaknesses.
ReplyDeleteThis comment has been removed by the author.
DeleteHi, well written! From my understanding, the 70:20:10 learning model is a common approach in professional development. It means 70% of learning happens through practical work, like guidance, mentorship, and hands-on experience. 20% comes from coaching and social interactions, such as feedback from supervisors and discussions with colleagues. The remaining 10% is from formal training, like classroom sessions, workshops, and online courses (off the job training).
DeleteYes, that is correct. That is the gist of the 70:20:10 principle.
DeleteThe 70:20:10 model remains a timeless and effective approach to workplace learning, and this article does a fantastic job of breaking it down. With the rapid evolution of corporate L&D, it’s great to see how experiential and social learning are being prioritized alongside formal education. The Google example really highlights how companies can integrate this model successfully. As businesses continue adapting to modern learning needs, blending structured training with real-world application seems to be the way forward. Looking forward to seeing how AI and digital tools further enhance this approach in the future!
ReplyDeleteI agree :) The 70:20:10 model is a solid foundation for workplace learning. It’s great to see organizations like Google integrating it effectively. I firmly believe that lending experiential and social learning with formal education creates a well-rounded approach to employee development.
DeleteInteresting topic and insightful knowledge. However, how can organizations ensure that AI and IoT-driven learning solutions enhance, rather than replace, human interactions in the 70:20:10 model?
ReplyDeleteThank for your feedback and the question.
DeleteTo ensure AI enhances rather than replace, human interactions in the 70:20:10 model, organizations can do the below:
Blend Learning: Combine AI-driven content with social learning tools for collaboration.
Personalize Paths: Use AI to suggest mentor connections and peer groups, increasing human interaction.
Facilitate Connections: Leverage technology to recommend networking opportunities and group learning.
Continuous Feedback: Use AI data for insights but rely on humans for personalized coaching.
This approach ensures AI complements learning
This comment has been removed by the author.
ReplyDeleteInteresting article. The model emphasizes that employees learn best when they can apply what they learn in real situations and interact with others. Google’s use of this model is highlighted as an example of how it helps employees grow and develop. Overall, the article highlights how this approach can lead to better engagement, skill development, and long-term knowledge retention, making it an effective strategy for businesses.
ReplyDeleteThank you! You're right, learning by doing and engaging with others really helps make new knowledge stick. Google’s example shows how powerful this model can be when applied right. This is not just theory, it’s very practically applicable
ReplyDeleteThis article brought to mind my early career days, where most of my learning came from hands-on experience and guidance from colleagues rather than formal training sessions. It’s impressive how the 70:20:10 model captures this balance so accurately. The blend of experiential, social, and formal learning is clearly essential for long-term development. Including a local organizational example perhaps from a leading Sri Lankan company would further strengthen the connection for regional readers.
ReplyDelete