All of my training sessions are underpinned by leading edge social learning and training practice with the aim of supporting staff to develop their capacity for learning and enabling services to become learning organisations.

One important theory in the landscape of training practice is the 70:20:10 model. This theory suggests that:

70% of learning happens on the job, through problem solving, innovation and reflection in-action.
20% of the learning is said to happen in collaboration with colleagues - coaching, giving and receiving feedback, action learning and reflection on-action.
10% of the learning is said to come from external interventions such as the training days.

While at first glance the 70:20:10 model may seem to place less value upon external training interventions, the purpose of the model is to increase the value of all interventions. The model offers a more accurate understanding of the nature of learning within an organisation and if we use this insight to develop more suitable content for external interventions such as training days, then these strategies can lead to deeper impact and sustainable changes in practice.

Rather than focusing on individual practitioners and teaching ‘what’ to do, the 70:20:10 model orients training practice towards:

Supporting staff to engage in reflective practice
Introducing simple languages for practice that enable staff to engage with work related challenges more effectively
Encouraging staff to build interpersonal relationships and trust to enhance collaboration and co-operation
Introducing structures for mentoring and feedback
Focusing on context and principle rather than just content
Focusing on the entire organisation
Focusing on ‘life’ practice that bridges work and personal life

All of my training follows the principles of 70:20:10.

For more information see https://702010institute.com/702010-model/