Many organizations currently rely on the 70-20-10 model to implement their Learning and Development programs. This model is traditionally based on:
-70% on-the-job learning with activities ranging from stretch assignments, job shadowing, interdepartmental project, etc
-20% learning from peers consisting mainly of 1 to 1 Training Sessions and Group Trainings
-10% with specific coaching activities
In my opinion, this model in practice prevents the organic growth of L&D practices. Flaws have been further exacerbated due to Covid-19.
70% Flaws. To actively practice on-the-job learning, employees are depending on a “supporting manager”. That is, a manager which trusts the potential and importance of its employee’s development supports their unique developmental process and needs, and supports the learning activities without budget constraints. If these conditions are not met 70% of the model is not being enforced.
20% Flaws. To actively practice learning from peers requires teams to support a growth mindset atmosphere. We are in the initial stages of this practice. Some companies have already implemented a peer program concept. Such as Google with the Goolger to Googler initiative, and other companies such as Swarovski supporting peer knowledge transfer through Brown Bag Lunches.
10% Flaws. Companies still have not developed a full “democratic” way to spread knowledge to employees. It is mostly the case that training initiatives are only geared towards high hierarchical tiers. On the other hand, cohesive internal marketing strategies that promote scalable trainings available in LMS systems and gamification apps are missing.
The future of the 70-20-10 Model could greatly benefit from Frederic Laloux concept of fluid networking in which L&D initiatives can be accomplished by self-directed learning. Through self-directed learning a democratic approach will prevail, peers to peer recognition will be triggered and managers will be more open to supporting organic growth.
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