Learning is happening with or without our influence much like the notions around change. With the explorations surrounding 70/20/10 and the associated kinds of learning captured in each domain it is evident that the volume and kind of Learning in the 70% domain is paramount. The related experiences and challenges while on the job provide the greatest opportunity to maximize individual development investment.
What are they?
The 70/20/10 model, developed initially by the Center for Creative Leadership (CCL) in North Carolina, buckets learning into three categories: Work Related – 70%; Social Interaction – 20%; and Structured Programs – 10%.
The 70:20:10 model in practice
It is learning that is already taking place. Besides the structured programs and conferences, it is unstructured activities such as conversations, web browsing, trial and error experiments and other pursuits for personal development and improvement.
“And In a world where everyone has access to enormous quantities of information, employees need to learn more effectively than ever before. New learning approaches like the 70:20:10 model can help create high-performance employees who ensure organizations are competitive.”
An extract from “Developing world-class employees with the 70:20:10 model” by DeakinCo.
Where are they?
Some we know and can be described within an Organization’s typical People Practices, the ones we usually correlate with HR and/or L&D such as: Recruitment; Onboarding & Orientation; Performance Review Process, etc. Other People Practices might be less obvious such as Project Post Mortems” and “Team Meetings” even though they might be somewhat “institutionalized. Then there are others yet to be discovered that are less obvious. The objective is not to capture and institutionalize but to uncover, and identify these practices (People Practices) and possibly share with others.
Within all these People Practices lie valuable Learning Moments from those conversations, web browsing, etc. that could be made more explicit and shared.
How do we find them?
By mapping all the 70/20/10 learning.
This kind of learning map is what we call a “Learning Lane”, the journey of learning through the eyes of an Employee. It captures various “learning touch points” that an employee mayexperience while moving along in their employment journey within an organization.
The Learning Lane creates a real depiction of what learning is going on within the organization from an employee’s perspective. This mapping process can also help correlate dollar investment in learning. It provides a framework that captures all learning. One of the most exciting parts of creating a Learning Lane is that gems of hidden practices might emerge that can be capitalized on and shared as a “best informal learning practice”, Learning Uncovered!