ted williams, carl yazstremski, learning, metrics, learning and development, Toby Elwin, blog

Why 70 is a key metric for learning and development

Toby Elwin, 70 percent, 20 percent, 10 percent, learning and development, learning, on the job, Ted Williams, Carl Yazstremski

“Now listen, Carl, let me tell you something important, you’ve gotta hit it where they ain’t”

The 70:20:10 framework helps to plan learning and development. 70:20:10 represents a good model, percentage, or ratio to frame how people across your organization learn. With these percentages in mind strive to fit learning opportunity that:

  • 70% of learning happens through job experiences,
  • 20% through feedback and collaboration, and
  • only 10% through formal training courses and reading

The lowest return on training investment is the 10% learning from the course itself. An actual diminished return on application, if learning ever survives the belief needed to build solutions.

If 20% of learning happens through interaction and feedback then a healthy work environment need to practice as well as formal and informal feedback. The space for people to practice within their work demand, particularly through collaboration, is critical.

You only know what you know when you socialize what you think you know, so an employee will find this out only through feedback.

If 70% of learning happens on-the-job, what the employee can take back to use after actual learning remains the most critical reinforcing loop for employee and organization benefit. Learning is reinforced further through job experiences, assignments, and challenges.

The priority becomes getting the employee the space to practice on-the-job experience. Through on the job application the employee gains confidence to learn and confidence to contribute.

Learning Show and Tell

Growth and development builds employee knowledge, skills, and abilities. Learning provides employees new and necessary resources to do their jobs better. The investment in learning and an environment to reveal skills is an investment in resources.

With new resources in knowledge, ability, and skills, people feel more competent and competence equals confidence. Confidence on the job is confidence that builds motivation to do more.

Growth and development at the individual and team level in turn builds the collective organization’s knowledge, abilities, and skills as a renewable stock that all within the organization draw on.

With applied learning for on-the-job situations the organization increases return on training investment, increased motivation, increased job satisfaction, engagement, and a job stress management from efficiency.

A Splendid Splinter

An organization can only develop if their people develop. The only way for your organization to develop is through a place of practice. This is systems theory reality.

Talent acquisition, recruiting, is useless if the environment retards further growth.

Acquisition without practice is collecting. Unless your company is your hobby if you only collect and store talent without opportunity growth you and your company not only lose, but are lost.

I use both the 70:20:10 perspective along with the Kirkpatrick training evaluation model to design action learning to make training stick and evaluate training budget.

Here is the source inspiration to this blog:  Learning Fosters Psychologically Healthy Workplaces — Chief Learning Officer magazine

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