In 70:20:10 for trainers I advocated the use of the 70:20:10 model by L&D professionals as a lens through which to view their instructional design.
The excellent comments on my post, and insightful blog posts by others – notably Mark Britz, Clark Quinn and Arun Pradhan – have prompted me to think deeper about my premise.
I continue to reject the notion that 70:20:10 is a formula or a goal, because it is not a model of what “should be”. For example, we needn’t assign 70% of our time, effort and money on OTJ interventions, 20% on social learning, and 10% on formal training. Similarly, we shouldn’t mandate that our target audience aligns its learning activity according to these proportions. Both of these approaches miss the point.
The point is that 70:20:10 is a model of what “is”. Our target audience does undertake 70% of its learning on the job, 20% via interacting with others, and 10% off the job (or thereabouts). Mark Britz calls it a principle. It’s not right and it’s not wrong. It just is.
Our role then as L&D professionals is to support and facilitate this learning as best we can. One of the ways I propose we do this is by using 70:20:10 as a lens. By this I mean using it as a framework to structure our thinking and prompt us on what to consider. Less a recipe citing specific ingredients and amounts, more a shopping basket containing various ingredients that we can use in different combinations depending on the meal.
For this purpose I have created the following diagram. To avoid the formula trap, I decided against labelling each segment 70, 20 and 10, and instead chose their 3E equivalents of Experience, Exposure and Education. For the same reason, I sized each segment evenly rather than to scale.
Using the framework at face value is straight-forward. Given a learning objective, we consider whether a course or a resource may be suitable; whether a social forum might be of use; if matching mentees with mentors would be worthwhile. Perhaps it would be helpful to develop some reference content, or provide a job aid. When looking through the lens, we see alternatives and complements beyond the usual event-based intervention.
Yet we can see more. Consider not only the elements in the framework, but also the interactions between them. For example, in our course we could assign an on-the-job task to the learners, and ask them to share their experiences with it on the ESN. In the language of the framework, we are connecting education to experience, which in turn we connect to exposure. Conversely we can ask workshop attendees to share their experiences in class (connecting experience to education) or encourage them to call out for project opportunities (connecting exposure to experience). The possibilities for integrating the elements are endless.
Those who see L&D as the arbiter of all learning in the workplace may find all this overwhelming. But I see L&D as a support function. To me, 70:20:10 is not about engineering the perfect solution. It’s about adding value to what already happens in our absence.