Move Over 70-20-10 Rule, 3-to-1 Is The New Model for Learning
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Move Over 70-20-10 Rule, 3-to-1 Is The New Model for Learning

Want to take your training to the next level with the 3-to-1 model? Book a strategy call here.

The 70-20-10 learning model is widely accepted as one of the best frameworks for corporate learning and development. The 40-year-old model suggests that people should acquire 70% of new knowledge from on-the-job experiences; 20% from interacting with peers; and 10% from formal education—like classroom and Zoom lectures. The ratios make sense on paper, seeing that “learning by doing” is the most effective way to apply and habituate new skills.

70-20-10 Is Good In Theory, But Nobody Does It

There’s just one problem. The 70-20-10 model is aspirational, but it’s not being implemented. The Association for Talent Development concedes that on-the-job learning is difficult to track and measure. In its?2020 State of the Industry ?survey, ATD asked participants to rate the extent to which their organization emphasized on-the-job learning. Almost half of the organizations surveyed do not emphasize on-the-job learning to a high extent.

Ask any director of learning and development to show the allocation of their budget and focus, and they’ll show you that the vast majority is focused on formal education (the category that is supposed to be 10%). They sweat the details of the curriculum, the delivery format, how to move classroom instruction into Zoom, how to do role-plays during the program.

But very little thought and support are given to what happens back on the job; not a lot of effort or tracking is put into the “pull-through” elements, the application elements, of skill development. It’s no wonder the dreaded?“knowing-doing” gap ?continues to plague our industry.

A Better Model for Learning: 3-to-1

My humble suggestion is that we replace the 70-20-10 model with something I call the 3-to-1 learning model. It’s a simple, actionable model: for every one formal learning event, you should design and facilitate three on-the-job application exercises.

For example, let’s say you want your managers to do a better job of giving effective feedback. Your “curriculum” would become an action learning journey like:

  • Week 1: Live workshop to learn and practice an effective feedback framework. For example, a facilitator could teach the B.I.G. model of feedback (Behavior, Impact, Get Agreement).
  • Week 2: Participants would ask their team members to give them feedback (supporting materials could include model emails, discussion guides, a job aid on how to receive feedback)
  • Week 3: Participants would give their team members feedback – but only positive feedback.
  • Week 4: Participants would give constructive feedback as appropriate. If they see something, they’ll say something.

Ideally during weeks two through four, rather than suggesting these application activities as suggested reinforcement activities, the L&D team would treat this time as more important than week one. They might:

  • ask for feedback activities to be scheduled
  • ask to be cc’d on email communications related to the activities
  • require participants to fill out reflection worksheets (what went well, what didn’t, what questions do they have about what happened)
  • hold follow-up coaching conversations

A Shift In Focus

While the 3-to-1 model seems simple, it’s a large shift in mindset. Learning and development professionals should re-imagine their roles. Shift your focus:

  • from knowledge transfer to behavior change
  • from instructional design to habit design
  • from learning to application
  • from activity metrics to behavior change metrics

In brief, it’s time to put the 40-year-old 70-20-10 model behind us. A simpler 3-to-1 model is actionable and effective.

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Example of the 3-to-1 model applied to a 6-month emerging leaders program

Want to take your training to the next level with the 3-to-1 model? Book a strategy call here.

Capt. Gurtejpal Singh Somal

Head of HSSEQ I DPA I CSO I Master Mariner | Lead Auditor & Marine Investigator | I help shipping organizations mitigate risks & strengthen HSEQ performances, through strategic solutions & sustainable maritime?operations

2 年

Agree with the 3-to-1 Model as it uses the 70 part of the traditional learning model (on-the-job training) which benefits both the learner and the organization, as long as there is an open feedback system together with actionable items. In my humble opinion, it's the feedback system which has to be nurturing. People do feel motivated when they see their work efforts actually translating into an opportunity to learn and further careers.

Dinesh Kumar Anchal

General Manager Operation

2 年

In fact learning is endless. While earning for livehood you must update by experience learning. It pays a lot as EQ is working there.

Martin Reese

Change agent, Team builder and Operations Specialist

2 年

I love this model and agree that it should be the process. However, organizational leadership treats training like fast food. In my case the additional follow-up has a cost and because organizations have a training budget it's used for retraining vs a model that changes a behavior for improving. The business industry doesn't quite understand the impact of behavior metrics on the bottom line. Soft skills are just now getting proper attention as is mental health in the workplace.

Meara Kirsch, PHR

Talent Development Consultant | Professional in Human Resources (PHR?)

2 年

This is very helpful as we design our first program and build the experiential part of the program, which we know is a significant part of the development experience. Thank you for sharing this!

Alison Pulte

Director, Leadership Development at Novartis

2 年

Kevin I like your innovative suggestion. Going to see how we can give this a try.

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