We all want to be good at our job, so we learn and keep learning. But how can we learn more effectively? We are familiar with class-based learning. But sometimes there are more effective ways to learn. With the 70:20:10 learning model, formal courses take the least amount of learning time, only 10%.
This article examines the 70:20:10 model and the benefits and challenges of using it. Here are some practical ways to learn outside of the classroom and how to combine this with traditional teaching for you and your group.
What is 70:20:10?
According to the writings of the Association 70:20:10, this model defines the right balance between different ways of learning and development in the workplace. According to this association, learning happens as follows:
- 70% is through experience and through daily tasks, challenges and exercises;
- 20% through social learning, in person or online education;
- 10% is created by acquiring education and passing the relevant courses.
This model was developed by Professor Ellen Toff, Michael Lombardo, and Robert Eischinger at the Center for Creative Leadership and the Bureau of Labor Statistics. All three found that extracurricular learning, especially self-directed voluntary learning, was more common and effective. Most employers, however, have either given little or no recognition to the model and have not supported it at all.
70:20:10 Despite its computational title, it is not a formula for definite success that must be pursued exactly, but refers to the importance given to each domain. The purpose of this model is to encourage leaders and managers and their team members to see Learning and Development (L&D) as a core part of their day-to-day role, not as an optional add-on or something that only the Learning and Development Office does.
At the same time, 70:20:10 does not mean that organizations should abandon their formal training programs. Instead, they can redesign the learning process so that employees can achieve their development goals through a combination of methods and with the help of their managers and co-workers.
Using the learning model 70:20:10
According to Nigel Paine, management and change consultant, any organization that wants to use 70:20:10 properly needs to change its whole mindset. For example, as a manager, you may not want your team members to attend formal training courses and be absent from work, but you should know that it is better to invest in and work with your team members to learn.
Keep in mind that 70% of what your team members learn comes from hands-on experience or on-the-job. So you think about what kind of tasks to entrust to whom and at what level of difficulty and with what deadline and quality standards.
For example, tasks may be large or small, but when put together, they will teach the team member the set of skills he or she needs to deliver a complete process. But whatever you ask your people to do must be real work that achieves a real purpose for the team and the organization. You do not want to waste time or energy just because you have done something.
Expose yourself to learning
20% of the learning that comes from exposure can be by doing pre-defined tasks or simulating new tasks.
Imagine that a member of your group is doing a task but not only does not know the key concept, but still continues to make mistakes, or can not understand at all how this particular task relates to the larger goal behind it. This is where you can ask him or her to step aside and help a more experienced colleague do the task so that he or she can experience the true meaning of the task and the impact it makes.
Or you can advise him to register on an online forum or one of these on-demand learning resources. In such places he can ask his questions independently. You can also use question and answer and guidance skills to help the person find some answers. Perhaps the new task is a step in front of someone to help them achieve the main goal.
In learning skills, sometimes nothing can replace formal study with a qualified instructor, whether it is a difficult skill such as using a new computer program, or a soft skill such as communication. This means spending time outside the workplace so that we can focus and delve deeper into the issue, or try a high-risk job in a safe environment.
Sometimes it is even necessary to teach a class and get a certificate of completion. For example, when a member of a group has to learn the required legal or industrial standards.
In this 10% of the learning and development process, your role as a manager is threefold. you must:
- Make sure the training is done correctly;
- Prepare the group member to make the most of future training programs;
- Help him reinforce and apply his new knowledge and skills when he returns to the workplace.
If the presumed member of the group is worried about the effect of his / her absence on his / her workload and that of his / her group, he / she will have difficulty learning and may not even be able to complete the course successfully. So you need to encourage everyone to plan for this break and help them understand the importance of this training and not feel reluctant to take the course.
If he attends the course without talking to the manager about what he needs to learn to help himself and the team achieve the goal, he may still have trouble. He may have a pre-course assignment that prepares him mentally and practically to start the course. So do this as part of 20% of the account exposure time and exempt him from other work.
When he comes back from training, do not let him go back to his old habits, instead force him to apply what he has learned and share it with his colleagues. Discuss any training-related issues, such as the need for new equipment, procedures and communication with other groups, and engaging the whole group with the changes.
In the past, in-service learning was considered inefficient because it prevented group members from engaging in activities during training. In addition, there was the risk that one of those people who was tired of life, in the form of compassionate cooperation, instead of showing them how to be the best, would teach them to move forward in any direction.
In contrast, today’s communication technologies and work environments that are increasingly participatory mean that you can do your job and at the same time, above the standard, learn. The Internet has made it easy to access professionals and high quality content from around the world. Organizations trust their employees more than ever and encourage them to share their skills with others, even outside of group and office boundaries. So you no longer need to memorize and memorize huge amounts of information about your work. You just have to know where to find them when you need them.
Your source may be a team member or colleague or manager or organization intranet or on-demand learning or service management system or even social media; It does not matter, however, learning can take place at any time and place, under the guidance of anyone, instead of at specific times and places away from the workplace, and only through formal instructors.
Welcoming the use of 70:20:10 can make a skilled and agile group and organization. Learning becomes a habit instead of a solution. In this way, people will look for knowledge or skills that will help them do their job better, rather than resist change or fear it.
Challenges of the learning model 70:20:10
It may be tempting for organizations to misinterpret the 70:20:10 model and reduce their investment in learning and development, believing that learning will occur naturally. And perhaps members of the in-service learning group see it as a worthless option and take a negative approach to it. So you need to evaluate this process effectively to prevent this from happening and build trust.
In this less guiding model, you should encourage your team members to talk to you about the knowledge and skills they want to develop, as well as how to share their views, but be aware of administrative instructions. For example, if you allow people to use cell phones or access insecure content at work, you may be challenging organizational rules and culture.
Learning means change can be difficult, so you should encourage and support any examples of learning you see in your group. Ask group members to share their observations, ideas, and success stories. Celebrate achievements every day and plan for official rewards.