70:20:10: Towards 100% Performance
Sumit Singla (he/him/they)
The Culture Guy - I make sure your culture doesn't suck | Fractional CHRO | HR Consultant | Writer/ghostwriter | On a mission to give away 10,000 books (211/10,000 done)
The much-debated 70:20:10 model has been in existence for nearly two decades. However, it has never seen complete acceptance, or indeed complete rejection (simply for want of a better model/research).
The critics of the model contend that it does not base itself on empirical data, and yes, the ratio might as well be 60:18:22, or 59:21:20. The applicable ratio might differ for companies, or even jobs or levels. Someone training to add a programming skill might need a higher ratio of the classroom component, and a lower one of social learning. In a sales organisation, the component of learning from peers might be higher.
Traditionally, this model has been applied more to L&D. But, 70:20:10: Towards 100% Performance aims at using the model for performance, and not training. The best part about this premise is that the 70:20:10 would end up being defined more clearly by some clearer roles. The authors attempt to identify 5 roles to this effect:
The Performance Detective would end up identifying weak spots and figuring out what needs change.
The Performance Architect would design performance-enhancing interventions that fit into the model. (This is where I feel the maximum difference needs to be made - the PA needs to customise and adapt the model to emerging organisational needs.)
The Performance Master Builder takes the design and converts it into actual interventions that improve employee performance. These can be in the form of action-learning projects, peer/social learning, and formal training. However, the important point to remember here is that all of these need to knit together and achieve a larger goal - that of performance improvement. (Many organisations seem to just get too hinged to the model itself, and not do justice to the larger goal of performance improvement.)
(This role and the PA role can even be done by an outside consultant, in case the organisation suffers from a lack of capability/bandwidth.)
The Performance Game Changer implements the Master Builder's output in a way that supports rather than hampers the organisation's culture.
The Performance Tracker uses conventional or non-conventional methods to come up with ROI for deployed interventions and provides ongoing support to prevent the train from going off the rails.
Overall, the authors come up with some interesting thoughts, and my interpretation is that a couple of roles out of the 5 that they identify can be combined/outsourced for various reasons. The book has a fresh perspective on managing the 70:20:10 model, and is a good read for almost any HR practitioner (not necessarily only L&D).
Lastly, some sage advice from the authors, “Don’t fall into the trap of designing the 10 or 20 first and then the whole. This is like an architect designing the bathroom first and the rest of the house later.”
Here's the Amazon link to the book: https://www.amazon.com/702010-towards-100-peformance-Arets/dp/9082397838
Chief Talent Officer (CTO) en LAPASSION_S.A.S | Magister en Gestión del Talento, Transformación Organizacional, Planeación Estratégica y Experiencia del Empleado | Catedrático | Apasionado por la Innovación
7 年Aunque el modelo 70:20:10 postula el desarrollo a través del aprendizaje informal y social, comparto la visión de “Sumit” en relación a que el modelo no debe ser rígido y es necesario ver con detalle su alcance. Podemos incurrir en un error al pensar que existen personas de su organización que no requieren de planes de aprendizaje formal. Considero que el modelo es un marco de referencia que proporciona la posibilidad de obtener resultados rápidos en entornos de trabajo, disminuyendo las brechas de conocimiento en el puesto de trabajo. Por lo anterior es necesario que se evalúen los procesos y adapten la metodología a su segmento de negocio. Me gusta la afirmación “El modelo simplemente proporciona una forma estructurada de aprovechar todas las oportunidades de aprendizaje. Ayuda a volver a centrarse en el rendimiento (las salidas) en lugar de exclusivamente en el aprendizaje (las entradas). 70:20:10 también actúa como un agente de cambio para ayudar a poner el esfuerzo donde el aprendizaje es más eficaz, cerca del punto de uso. En otras palabras, 70:20:10 se trata de aprender dentro del trabajo, aprender del trabajo (el "70"), aprender con los demás como parte del trabajo (el "20") y aprender para trabajar (el "10”). “Charles Jennings”. Gracias a los dos.
Head of Culture and Capability
8 年It tells you how desperate the L&D industry is for a formula after all. Charles, love your work. If I could humbly put to my fellow L&D professionals, let's not label our design; because they are all unique. Let's focus on the people and outcome.
Helping Make Learning Work
8 年Thank you for this article and your comments, Sumit. We wrote the book in part because there is so much confusion about the 70:20:10 model. Some HR/L&D professionals think 70:20:10 is some type of rigid 'formula' that needs to be slavishly followed, others see it as a new interface for traditional training, and still others think it's a learning theory or a way to keep different learning approaches separate. It's none of these. The model simply provides a structured way to exploit all learning opportunities. It helps re-focus onto performance (the outputs) rather than exclusively on learning (the inputs). 70:20:10 also acts as a change agent to help put effort where learning is most effective, close to the point-of-use. In other words, 70:20:10 is about learning within work, learning from work (the '70'), learning with others as part of work (the '20'), and learning in order to work (the '10'). The roles we have identified support all of these activities. You are absolutely correct that some of the roles, or some of the tasks within the roles, can be combined and sit outside a core L&D team. In fact, we've seen the 'Game Changer' role work best when in-company and external Communications and Marketing professionals are involved, and when specialist programme managers also play a part.