70:20:10

Mark Berthelemy’s blog on the changing face of learning and development…

Over the past 40 years, research has consistently indicated that:

• 70% of learning & development activity takes place from real-life and on-the-job experiences, tasks and problem-solving.
• 20% comes from feedback and from observing and working with role models.
• 10% comes from formal training.

See: Princeton University's Learning Philosophy

On-the-job

In a rapidly changing work environment, employees need a range of tactics to help them adapt to different situations.

These will often include:

• Asking someone who might know “the answer”
• Searching for (and finding!) information that will help them work out “the answer” – both from internal and external resources. (There is a strong relationship here with a knowledge management function)
• Trial-and-error
• Using a job-aid that has been prepared for this situation

Learning from other people

Employees will maintain a network of peers, who can provide answers to questions, feedback and modelling of best behaviours.

These may include their managers in a coaching relationship, but, more likely will be their direct peers, and, more often these days, will be people both inside and outside the organisation, with whom they have a virtual relationship.

Formal training

The goal of all formal training is to change behaviours to match the organisation’s stated values. Here there is a strong relationship with internal communication and external marketing – to ensure that the messages going out to clients and shareholders match the reality of how the organisation works.

Formal training may include:

• Classroom workshops
• Lectures
• Online webinars
• Direct communications from “the centre”
• Designed learning experiences, such as simulations and tutorials
• Assessed activities