I’ve been in the “training” industry for more than 30 years. I’ve watched “training and development” become “learning and development.” I’ve watched us go from training to facilitating (although I’d argue there’s still room for “training” but that’s for another article). Early in my career, I literally used a carousel to project images instead of PowerPoint. I also learned about the 70, 20, 10 training model. Today, we use artificial intelligence (AI) to create PowerPoint decks, so it is also time to relook at our 70, 20, 10 model. It’s time to evolve our thinking.
Ten percent – the formal learning event
Traditionally, this is the classroom, virtual or not. It is the space where learners expand their knowledge, discover new skills, and practice in a safe environment. Learners journey together with like-minded peers, giving each other feedback, asking the tough questions, stretching, and growing.
This event is most effective when learners come prepared. When they’ve read the article, the module, the chapter, and the formal learning event is spent in discussion. The discussion is led by an SME, facilitating. I’m not at all certain this 10 percent needs to change in today’s world. And yes, it still needs to be measured, not by headcount, but by application, and in some cases, by business results.
Twenty percent
This 20 percent is often recognized by the coaching, the mentoring, even job aids (now AI-powered knowledge base). I agree, it is coaching, it is mentoring, AND it is also feedback. It is partly social support, partly informal learning. These coaching or mentoring sessions must occur BEFORE and AFTER. The 20 percent is part set up and part debrief. AND must be built as part of the entire experience. I call this social preparation and social reinforcement. Think of it as a mathematical equation.
- 10 percent social preparation X 10 percent formal event X 10 percent social reinforcement = 1,000
- 0 percent social preparation X 10 percent formal event X 10 percent social reinforcement = 0
- 10 percent social preparation X 10 percent formal event X 0% social reinforcement = 0
Anything multiplied by zero is going to give you zero. We all learned that in elementary school. As L&D professionals, we rarely built in the 20 percent into our programs, much less measured the effectiveness of it.
Now let’s look at the 70 percent
Traditionally, this 70 percent has been on-the-job learning. These have been rotations, project work, and experiences reserved for “high potentials.” Historically, it’s rarely been designed by L&D professionals. Organizations have not commonly given space for individuals to practice a new skill and learn from mistakes. These mistakes usually haunt employees during performance evaluations.
How many of us have really had the opportunity to learn a new skill on the job, in a safe environment? How many of us have built for this 70 percent? Measured it? We tend to focus on the 10 percent. It is easier and usually meets business expectations. At least it used to.
It is time to expand our definition of 70 percent to include:
- Learning-in-the-flow.
- Talent market places.
- Projects.
- Volunteering.
- Day-in-the-life programs.
- Rotations.
AND I propose something even bigger. I propose that the 70 percent include:
- Internal mobility and skills strategy.
- Performance management.
- Development strategy.
- Leadership, culture, and engagement.
This is huge.
Internal mobility and skills strategy
Internal mobility is not just hiring and promotions. It is the employee’s intentional career movement - laterals, demotions, and even healthy turnover. It is the organization’s ability to support employee career aspirations while achieving business goals.
Skills strategy, at a high level, is how you’ll identify, grow, and utilize employee skills to fulfill business goals, up to and including business continuation management. Your skills strategy should be in sync with career paths, development, job posting, and interviewing, compensation, and talent market places.
Performance management strategy
Update your performance management strategy. Does it support a growth mindset? How often do you debrief performance? How are mistakes handled? There’s a difference between performance management and development.
- Closing gaps for current role effectiveness is performance management.
- Gaining or deepening skills to exceed expectations or grow into a new role is development.
We often confuse the two. Don’t.
Leadership, culture, and engagement
What does your leadership culture feel like? How engaged are your employees? Does your leadership support employee development? Do you have SME facilitating courses, including leadership courses? Are development programs tied to business outcomes?
As L&D professionals, you should never push your programs. Programs should be owned by the business.
Ask yourself:
- Is there mutual respect between employees and leadership?
- Are employees seen as people with dignity?
- Are victories celebrated? If so, how?
- Do people feel included and able to contribute their best?
- Is everyone working toward the same goals?
- Do employees know the role they play in the strategy?
- Do you have programs that are fair and equitable?
If you create a learning experience, it should be supported by the culture. This is the Talent Ecosystem.
Let’s do math again:
10 percent social preparation X 10 percent formal event X 10 percent social reinforcement X 70 percent culture = 70,000
10 percent social preparation X 10 percent formal event X 10 percent social reinforcement X 0 percent culture = 0 percent
Again, anything multiplied by zero equals zero.
You can create the most magnificent learning experience but if there is no culture, no talent ecosystem, it becomes a check-the-box exercise. You are wasting time and money.
Coaching, mentoring, and other programs won’t reach maximum effectiveness. You’ll know it because you’ll start pushing your programs. You’ll build and no one will come. Or worse, they’ll show up, but when they return to their work stations their leaders will say: Now let me show how it really gets done.
Final thought
I propose the 70 percent is the talent ecosystem: How we see and measure business and employee growth, how organizations support development systematically, and how ready is the organization to make necessary changes to propel it forward.
This is 70, 20, 10 reimagined.