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The 70/20/10 Model for learning and development

 

The 70/20/10 Model for Learning and Development is a learning and development model based on research and observation carried out from the 1960s until the present. It reveals that high-performing managers roughly learn and develop:

 
  • 70% from job experience
  • 20% from people (mostly the direct manager)
  • 10% from courses and reading
 

According to the 70/20/10 Model, development generally begins with the realization of current or future needs and the motivation to do something about it. This might come from feedback, a mistake, watching other people’s reactions, failing or not being up to a task – in other words, from experience. The odds are that development will be about 70% from on-the-job experiences, working on tasks and problems; about 20% from feedback and working around good and bad examples of the need, and 10% from courses and reading.

 

The Leadership transition programs fully integrate the 70/20/10 Model into the programs by:

 
  • Ensuring that everything is based on the participants' own day-to-day challenges
  • 100% inclusion of the participants' real life
  • The program not applying theoretical cases
  • Ensuring involvement and feedback from the participants' direct manager, employees and peers
  • Teaching all leadership levels how they develop employees in their job on a daily basis and apply the 70/20/10 Model in practice.
 

The integration of everyday life (the 70%) is so strong that participants often feel that participation in the program is like being at work rather than being on a course. Consequently, learning from the program is directly and immediately applicable when the participants return to their jobs.