The 70:20:10 model of adult education is a popular framework used by organizations (and us) to guide the design and delivery of effective learning and development programs. The model suggests that learning and development for adults is best achieved through a combination of three types of experiences: 70% on-the-job learning, 20% learning from others, and 10% formal training and education.
The first component of the 70:20:10 model, on-the-job learning, refers to the knowledge and skills that are acquired through performing work tasks and solving real-world problems. This type of learning is often informal and unstructured, and it happens naturally as individuals go about their daily work. On-the-job learning can be facilitated by providing employees with challenging assignments, stretch goals, and opportunities to work on cross-functional teams.
The second component of the model, learning from others, includes both formal and informal learning interactions with colleagues, mentors, coaches, and peers. This type of learning can take many forms, such as coaching, mentoring, feedback, and collaboration. Learning from others can be especially valuable for developing soft skills, such as communication, leadership, and teamwork, which are often best learned through observation and practice.
The third component of the model, formal training and education, includes structured learning experiences such as classroom training, online courses, and workshops. Formal training can be useful for providing individuals with foundational knowledge and skills, as well as for addressing specific performance gaps. However, formal training is often the least effective type of learning on its own, as it can be easily forgotten without reinforcement and follow-up.
The 70:20:10 model is not a strict formula for adult education, but rather a guide for thinking about the different types of learning experiences that can be incorporated into a holistic approach to learning and development. The model suggests that effective learning and development programs should be designed to incorporate all three types of experiences, with the relative proportion of each depending on the specific learning goals, context, and individual needs.
One of the strengths of the 70:20:10 model is that it recognizes the importance of informal and social learning, which are often overlooked in traditional training approaches. By emphasizing the value of on-the-job learning and learning from others, the model encourages organizations to create a culture of continuous learning and development, where employees are encouraged to seek out new challenges and learn from their experiences.
Another benefit of the 70:20:10 model is that it can help organizations to optimize their learning and development investments. By focusing on the most effective types of learning experiences, organizations can maximize the impact of their training programs and ensure that they are providing the right types of support for employee development.
However, some critics of the 70:20:10 model argue that the specific ratios are arbitrary and not supported by empirical evidence. They also point out that the model does not take into account individual learning styles and preferences, and that some individuals may require more or less formal training depending on their needs.
Despite these criticisms, the 70:20:10 model remains a useful framework for thinking about how different types of learning experiences can work together to create effective learning and development programs. By emphasizing the importance of on-the-job learning and learning from others, the model encourages organizations to take a more holistic approach to employee development, and to create a culture of continuous learning and improvement.
To effectively implement the 70:20:10 model, organizations can take several steps. First, they can assess their current learning and development programs to determine how well they align with the model. Next, they can work to create a culture of continuous learning and development, where employees are encouraged to seek out new challenges and learn from their experiences. Finally, they can design learning and development programs that incorporate on-the-job learning, learning from others, and formal training and education, with the relative proportion of each depending on the specific learning goals, context, and individual needs.
In conclusion, the 70:20:10 model of adult education is a useful framework for organizations to use when designing and delivering effective learning and development programs. By emphasizing the importance of on-the-job learning and learning from others, the model encourages organizations to take a more holistic approach to employee development, and to create a culture of continuous learning and improvement. While the specific ratios may be debated, the overall concept of incorporating a variety of learning experiences is widely accepted and can lead to greater success in employee development.