Implementing 70-20-10

 History of 70-20-10 Framework

 The 70/20/10 Model is a Learning and Development model based on research by Michael M. Lombardo and Robert W. Eichinger for the Center for Creative Leadership. It supports that a blend of different learning apporaches together provides a powerful learning solution. Eichlinger suggested that learning and development happens in the following ratio:

The 70:20:10 came out of an effort to raise the awareness about informal learning and experiential learning that occurs usually without a mental acknowledgement or even planning by the learner unlike when engaging in formalised learning which is more of a conscious decision.  Traditionally informal learning wasn’t measured or recognised but the 70:20:10 model is attempting to do that and it is accepted as a model/concept not gospel or even empirically supported at this stage.

Evidence supports that experiential learning and on-the-job learning is far more effective and where the majority of learning happens, good or bad. 

BOLD Thoughts

70/20/10 is a philosophy not a formula! L&D professionals and leadership can get hung up on the numbers or the right combination. But what 70-20-10 is all about is recognising that learning happens informally and perhaps is a culture change tool to support a model which strikes the right balance for the organisation. Depending on the organisation\\\'s maturity, size, complexity, industry, environmental challenges, systems and L&D function; this will influence what ratio of informal and formalised learning is required currently and may change into the future as the environment both externally and internally changes.

70/20/10 is creating a culture of recognising informal learning as well as promoting opportunities to learn informally. Issues around people not realising they are learning as they are doing but rather they need to attend a training session in a classroom is a significant challenge. Both leaders, managers and staff need to shift their thinking about what, where, and how learning takes place. Not only does culture and mindset need to change, systems, policies and procedures are affected. Without sustainable systems, programs, and procedures that support this type of framework, it will be difficult to implement. If you are considering this framework there needs to be buy-in from the top, it needs fully scoping and costing as well as your L&D Professionals need to be onboard as their roles will change. This is where we can help. We partner with organisations to implement this framework from gaining buy-in, scoping, implementation and evaluation.

Concerns around the framework

People feel that there is not enough empirical research been done on the success or whether it even works. However, we believe it is a philosophy not a formula

  • Some feel releasing control from formalised learning to informal may produce issues for the business
  • Quality can’t be assured or controlled
  • The knowledge and skill transfer may be incorrect
  • The trainer/coach/mentor may not have the right skills

  Considerations when implementing the Framework

  • Need to ensure staff have core capabilities around training/coaching others for on the job learning

  • Leadership and management development programs need to teach how to develop staff using the framework (philosophy)

  • Need to embed capability and thinking around learning into the culture

  • Need to have systems that record both informal and formal training which includes an evaluation process and measures to ensure the required skills, knowledge and attributes have been learnt and sustained.

  • Need to have clear supportive processes in place

  • Professional development plans include setting clear goals for the learning, and the relationships involved in the learning journey. This should be recorded – like a mentor relationship.