The model of learning known as the 70:20:10 is a Development and Learning model that is used very commonly in the profession of training for the purpose of describing the optimal learning sources by the successful managers (702010forum.com, 2015). It states that the individuals are to obtain 70 percent of the knowledge from their experiences related to the job, 20 percent of the knowledge comes from the individuals’ interaction with people and the remainder of the 10 percent of the knowledge is gained from the events pertaining to formal education.
This model of Development and Learning was first formulated during the 1980s. Three authors and researchers, Michael M. Lombardo, Morgan McCall and Robert A. Eichinger, in collaboration with the Centre for Creative Learning, were researching the major areas of developmental experiences for any successful manager (Lombardo and Eichinger, 2007, p. 142).
The 70:20:10 models of Development and Learning is considered to provide the highest value as a form of general guideline for any organisation, which is looking for the maximisation of their effectiveness of the development and learning programs, which are organised by the organisation for their employees.
It is the belief of the creators of this specific model that the 70 percent of the knowledge, which comes from the hands-on experience of an individual in the organisation, has the maximum benefit for them as it helps them in discovering their potentials. The hands-on experience also helps the individuals in refining the skills, related to the job, address the challenges in the work environment, make better and informed decisions and interact with effectiveness and efficiency with the influential personnel of the organisation. Proper feedback from the concerned authority also increases the knowledge of an individual in an organisation. Feedback provides them with the knowledge about their performance in the organisation. Analysis of the feedback provides the individual with the knowledge of their strengths and the areas upon which there is a need for improvement.
The next 20 percent of the knowledge for any individual comes from various sources and activities. The activities that typically help in gathering the 20 percent of knowledge are coaching, social learning, mentoring, collaborative learning process and any other method that includes the interaction of the individual with their peers (Uğur, Akkoyunlu and Kurbanoğlu, 2009, p. 20). Feedback and Encouragement are considered to be the major benefit of this form of learning.
As per the initial theory by Michael M. Lombardo, Morgan McCall and Robert A. Eichinger, a mere 10 percent of the learning and the developmental process of a professional is stated to be from the traditional formal courseware (Lombardo and Eichinger, 2000, p. 322). Meanwhile, the traditional form of events about education surprises the practitioners from the academic field and background.
Individuals are considered to be learning machines. The use of formal and informal methods of learning can gather knowledge. Before understanding the benefits and disadvantages of the two methods of learning, it is pertinent that we have a clear understanding of the terms (Chester and Harris, 2007, p. 92). The terms informal learning and formal learning are referring to the acquisition and dissemination of the knowledge within an organisation. The method of Formal Learning takes place by the use of a structured and controlled approach to a wider range at the institutional level (Starkey, Brewin and Owen, 2006, p. 10). Some of the formal learning methods are the formal written guidelines for an individual in an organisation or the formal training procedures that the organisation initiates for the development of its employees. Informal Learning, on the other hand, is said to occur spontaneously among the various groups of individuals in an organisation (Silva, Gonçalves and Veloso, 2013, p. 117). An example of the informal learning comprises of the sharing of the experiences of an individual with others in a social gathering of the employees of an organisation. The benefits of the Formal Learning methods in an organisation have been discussed below.
A large number of individuals from various departments of an organisation can learn from the same knowledge and the various formal educational processes at the same moment of time. If the formal learning method is designed effectively and efficiently then the contents of the course are accurate and precise and up to date with the latest advancements in the domain. An individual who is starting in an organisation come up with speed, of the operations of the organisation, at a faster rate while undergoing formal learning procedures (Tiedeman and Knowles, 2009, p. 20). An appropriately and efficiently designed formal training program comprises of different types of methods that appeal to the various styles of learning and obeys the principles of adult learning.
The disadvantages that are associated with the Formal Learning Methodology are as follows:
The formal methods of learning are expensive in nature and time-consuming also. The Formal learning methodology is not easy to use, as many individuals do not have the capability or knowledge to effectively and efficiently understand the knowledge provided by these methods (Ramadevi, 2013, p. 75). The extensive training regimen is required for the individuals in an organisation as only a few can efficiently make use of the formal learning procedures that are employed by the organisations for the development of the growth of their employees (Yu and Ballard, 2007, p. 2155).
The advantages which are normally associated with the Informal Learning methodologies are as follows:
Creation of the situations for informal learning are less costlier in nature along with being time efficient due to the presence of the technologies pertaining to social media and all the other gadgetries available to the individuals in the modern world. The methods that involve in the informal learning process for some individuals are more personal in nature and less intimidating also. Any expert on a particular subject is more willing on sharing their knowledge and expertise with others by the use of Informal Learning procedures rather than Formal Learning procedures. The learning process via informal learning is a spontaneous process and takes place in a natural manner along with the flow of the daily work schedule. Thus, it may result in less resistance on the part of the employees to learn something new on their job.
There is no ideal method for learning, similarly, the informal methods of learning cannot be perceived to be ideal nature also, and it has its share of disadvantages as follows:
Missing elements: This is one of the major drawbacks of the informal learning procedures. As with lesser amount of formal training of an individual, there is a higher chance of oversight on the part of the individual thus leading to errors while discharging their duties in the organisation (Rodriguez, 2010, p. 926).
Inefficiency: There is also a trend that the informal methods of learning are less efficient in nature as compared to the formal methods of learning and development of an individual. As there is no defined procedure in the informal learning process, there are gaps exist in the system that lead to its inefficiency.
Difficult to evaluate: The underlying meaning of an informal method of learning and development signifies that there is no specific goal for the learning process or any variable that can be measured to understand the effectiveness of the process. It is a hindrance for the managers of an organisation in understanding the needed outcomes of the informal learning methods.
Employee perception: The employees often perceive that the process of informal training is less inspiring, intentional and dedicated in nature. The same leads to the assumption that the jobs of the employee in the organisation are limited and hold petite value in the organisation.
As it has been clearly stated above formal learning and informal learning, both have their advantages and disadvantage. But pertinent to mention here is the fact that in an organisation there is no one method of learning. Both the methods of learning can be observed in any organisation. The 70:20:10 models do not stress much on the formal learning method, but according to the advantages of the system, it is an important method of learning and development for an individual in any organisation. It is the duty of the manager to understand their employee and devise the best possible method of development and learning, which will benefit the employees and help them to grow and develop in the organisation as well as in their career.
References
702010forum.com. (2015). Demystifying 70:20:10 - Using the Framework to Transform your Learning Strategy: 70:20:10 Focus Series. [online] Available at: https://www.702010forum.com/Posts/view/demystifying-70-20-10-using-the-framework-to-transform-your-learning-strategy-702010-focus-series [Accessed Apr. 2016].
Chester, D. and Harris, E. (2007). Difficulties of Field Methodology Associated with an Experiential Learning Project. Ecology of Food and Nutrition, 46(2), pp.91-99.
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Rodriguez, A. (2010). Exposing the impact of opp(reg)ressive policies on teacher development and on student learning. Cult Stud of Sci Educ, 5(4), pp.923-940.
Silva, R., Gonçalves, M. and Veloso, A. (2013). A Two-stage active learning method for learning to rank. Journal of the Association for Information Science and Technology, 65(1), pp.109-128.
Starkey, M., Brewin, R. and Owen, M. (2006). Learning to learn ‐ from facts to knowledge. Training for Quality, 4(4), pp.6-11.
Tiedeman, D. and Knowles, M. (2009). The Adult Learner: A Neglected Species. Educational Researcher, 8(3), p.20.
Uğur, B., Akkoyunlu, B. and Kurbanoğlu, S. (2009). Students’ opinions on blended learning and its implementation in terms of their learning styles. Educ Inf Technol, 16(1), pp.5-23.
Yu, C. and Ballard, D. (2007). A unified model of early word learning: Integrating statistical and social cues. Neurocomputing, 70(13-15), pp.2149-2165.
