What does it really mean and what does that mean to me in L&D?
This model or set of principles seems to have been a little misunderstood.
The CCL shared the 70:20:10 model as a description of what happens in the workplace. It was not in itself a guide for what we should be doing in L&D or a target for how we should spend our time and money.
The research suggested that in reality, we learn 70% of everything we know on-the-job and 20% from asking others. It makes sense – how do we do things around here? Where’s the coffee machine? How do we file our expenses? What’s Joe like in IT? How do we tend to manage customers who ask for too much? What is our usual approach in this business of managing teams?
We learn by doing, asking around, observing how others do it and seeing what feedback we get on our performance and behaviour.
A lot of the time we don’t even realise we are learning – it’s just all going in, giving us points of reference for when we’re in a similar situation.
Our manager and our peers are our L&D team – they are delivering learning for us all day every day. So what does this mean for learning professionals? Should we give up? Of course not!
What is required is a different way of thinking about learning. The age-old “I know more than you do on this topic, so you sit there and I’ll impart my knowledge” does not and will not cut it.
Sukh Pabial’s consistently insightful blogs have given some suggestions on this. See this one for a list of interventions that could be helpful alternatives to the traditional classroom learning:
It seems to us there are two big questions to deal with with:
1) If the manager is delivering learning all day, every day – are they teaching people good stuff – or bad stuff?
2) What does that mean we need to do in L&D?
We can answer the first question using employee engagement data and looking at the performance of teams. If speaking to a member of team fills us with enthusiasm and confidence then I’m sure the manager is teaching good stuff every day. If the team sound disengaged and frustrated – and we hear complaints about that team across the business, I can’t imagine the right attitude and behaviours are being role modelled.
If we’re happy that managers are developing the good stuff, why mess with it? The role of L&D is then to offer further support to what is already happening on the job, through skills and knowledge development.
The challenge is usually that the majority of managers are not developing the good stuff.* The role of L&D then has traditionally been to give people an alternative view: “Here’s some good stuff you could do.”
But this will most often be drowned out by the manager,* who is still offering on the job learning (whether intended or not) that lacks support for or directly contradicts the messages L&D are giving.
So perhaps the most straightforward role for L&D is to support managers – so that they can role model great performance and great character. That might start right at the top, so that the role modelling of the good stuff filters through, or it might start at one level and move in both directions.
Either way, let’s find out what the managers think and how they consider things could be better. Then let’s support them to develop the skills and habits required to deliver just that.
* We don’t want to shoot the manager – click here to find out more.