The 70/20/10 concept was popularised by Charles Jennings, who noted that executives questioned about how they learned the skills for success in their role, identified that 70% of it had come from on-the-job opportunities; 20% from planned coaching/mentoring and just 10% from formal learning.
This is now doing the rounds as a model for L&D departments to aim for. It isn’t. To revisit the original findings, CLICK HERE
For a start, if you have someone who is new to a role, you wouldn’t expect them to just pick up what to do from those around them. That’s unfair on all concerned. Someone new in a role is quite likely to need quite a lot of formal training and support. Whereas someone who is experienced and competent can be expected to continue to develop and hone their skills through on the job experience.
But good on-the-job learning doesn’t just happen. You can’t just put people together and hope that the right development occurs. There needs to be a plan: what do people need to learn? How can they best learn that? What natural opportunities are there and can we make sure that they take advantage of them? What opportnities do we need to create?