One of the things I’ve suggested adding to my client’s learning strategy is the 70-20-10 approach. I use the form of this developed by Morgan McCall, Robert Eichinger and Michael Lombardo at CLC and popularised by Jay Cross, Charles Jennings and others in which 70% of development is provided through on-the-job experience, 20% through others including informal mentoring and coaching, and just 10% through traditional, formal training.
This version of the model was included in a slide presented by Robert Vulpis from Morgan Stanley at the HCI Learning and Leadership Development conference - the other recent partly virtual conference I’ve been reviewing:
There are also similar models which push the shift even further, for example at the HCI conference, Bob Cancalosi from GE Healthcare suggested these three amendments to the model:
There’s also this one shown by Carie Blum at the CLO Symposium:
Here social takes the top 70% (rather than the middle 20%) of learning.
Which ever model is used, I think it’s important that it is only ever seen as an indication or provocation of what a company should do - and not as a rule! (or as an objective to be achieved).
(Slide presented by Joe Garcia from Home Depot at the HCI conference)
I guess David Forman from the HCI was making a similar point in emphasising the need to think about 70-20-10 as a portfolio rather than percentages:
Well, I did write that the model has been popularised – and I’m sure that after all of this repetition that attendees at the HCI conference (and now you, I guess) must surely be able to remember it!
By the way, if you’re not sure what types of learning go in each separate category, I recommend Dan Pontefract’s schematic:
- Consulting - Research - Speaking - Training - Writing
- Strategy - Talent - Engagement - Change and OD
- Contact me to create more value for your business
- jon [dot] ingham [at] strategic [dash] hcm [dot] com