How do we really learn at work?
We often hear that there are not enough learning opportunities within the company and that the only classroom trainings we do have available don’t cover everything. But the reality is that classroom-based learning is just one small part of how people learn and develop in a company.
In the mid-1990s, Morgan McCall, Robert Eichinger, and Michael Lombardo from the Center for Creative Leadership surveyed almost 200 executives about their learning philosophy. The results were surprising and this led to the creation of the 70:20:10 learning model.
The ratios, which are not prescriptive, provide a rough guide to what contributes to the best learning experience. Learning at work naturally happens as part of the daily routine – through interacting with colleagues and experts as well as through structured development activities. Thanks to developments in technology, employees can now achieve so much more. Employees are more empowered and enabled to learn on their own, pursue their own development and career paths, find their own answers, engage with their coworkers via internal networks, social dashboards, etc.
So, although it is now more than three decades old, the 70-20-10 model is still very relevant today. It breaks down the best way for people to learn in the workplace as follows:
70% of their learning from job-related experiences
20% from interactions with others, like coworkers and managers
10% from formal learning events
70% of learning is experiential
Experiential learning happens through completing daily tasks, resolving issues, and regular practice. This learning is informal, typically self-directed, and enables everyone to learn through on-the-job experiences. It’s beneficial for employees as it allows them to explore and refine their skills and knowledge through job-based learning.
By completing a task or project, employees are more likely to learn and pick up new skills more easily than they would if they were just told how to do things. Employees learn by doing. During the process, they gain knowledge through practical experience and learn from mistakes, which better prepares them for future challenges.
20% of learning is collaboration & social learning
Social learning happens by interacting with and observing other people. In the workplace, employees learn from other co-workers and managers. By completing tasks or projects and overcoming challenges together, employees learn from their peers while working towards a common goal.
Learning from others can also be achieved through mentoring and coaching. The employee learns by observing and interacting under the guidance of more experienced employees. This leverages the learned experience of others – something not easily achieved using more formal types of training. Currently, there is a strong trend towards learning within expert communities on various social learning channels. The shared experiences and ability to learn on the go can really accelerate the pace of learning and information grasped.
10% of learning is formal
Formal learning, the most well-known aspect of the model, is learning that’s delivered in a structured format with clear learning outcomes – either face to face, virtually, or using technology platforms such as e-learning/ online social learning channels. Formal learning gives us the facts, figures, and solid foundations on which to build the remaining 90% of our development. It is an important part of the whole learning experience and can also act as an amplifier to cement what has been learned through experience and social interactions.
In summary, we are fans of the model because it allows for different learning styles, increases learning opportunities, and also puts employees in the driver’s seat when it comes to navigating their own development – both concerning what they want to learn and how to best achieve their objectives.
At DHL Global Forwarding, Freight (DGFF), we are committed to helping all our employees reach their potential by providing the culture and resources for growth and development. We have created the LEARN & GROW with DGFF Framework. This leverages the 70-20-10 approach by offering a wide range of really interesting development opportunities to help employees in their development.
I asked some of our colleagues which resources they found most useful in their career development journey. You might be surprised to hear that formal learning – the 10% – was rarely their primary learning resource. Here’s what they had to say:
Why go looking for the latest logistics trends and business insights when you can have them delivered right to you?
Mentorship: Mentoring was always helpful for me. I was able to comfortably discuss my career path, and what development I needed in order to place me in the best position for my next role. I also enjoyed becoming a mentor. The opportunity to develop my mentorship skills, combined with the honor of being able to pass them on, is highly rewarding.
Coaching: It was very beneficial for me at times when I felt insecure and a bit lost (we all are sometimes). I found it very helpful to receive the coaching I need and to develop tools I required to become a better manager and overcome obstacles.
1:1 feedback from my managers: My manager has supported my aspirations and development as discussed during my career development plans and 1:1s.
Talent development programs: The DGF Build Your Skills talent program allowed me the opportunity to grow outside my daily environment. The program gave me the chance to broaden my horizons and work in a part of the world I had yet to experience. I was able to grow my professional network with these colleagues.
e-Learnings: In DGFF, we have a wide range of opportunities to learn and grow, on and off the job. For example, the e-training catalog is massive.
360 degree feedback: Recently, I did a 360 Degree Feedback session and to be honest, I wasn't expecting much. But in the end, I was pleasantly surprised by the effort my colleagues put into the feedback. It was very detailed and gave me great new insights. And it helps to understand how your peers or team see you. I can only recommend this to everyone!
Leadership development sessions: Formal sessions for Leaders under the Certified Program have been able to network with the cohort and understand different parts of the business. I use my Talent World (DPDHL Learning Management System) to further improve my knowledge and skills were relevant to my role.
The new DPDHL Leadership Attributes are something I work towards so that I can be a good, positive, and focused role model to others.
Learning on the job: through work experience with numerous people and vast exposure to several country processes that transitioned to GSC and using each of them as a learning opportunity to expand my knowledge.
Higher education: In 2018 DGF gave me the option to take part in the Logistics apprenticeship program, which I gladly did. I recently received my results, which I was delighted with. I ended up with a level 6 Higher Certificate and passed with Distinction. This opened up another opportunity and I am currently in the final year completing a BSc in Logistics and Supply chain management.
Exchange project (stretch assignment): I got a chance to move to Turkey for 4 months through the Middle East and Africa exchange program. This was a great opportunity that came with additional recognitions, such as receiving my first Innovation Box in MEA from Bonn, being selected to be a member of Problem Solvers World Map, getting access to the Startup lab innovation platform. An invaluable learning experience was also working in a new country.
Daniela Kerkhoff-Guenther
Vice President Global Talent Attraction, Talent Management and Engagement, DHL Global Forwarding, Freight
Daniela Kerkhoff-Guenther is Vice President Global Talent Attraction, Talent Management and Engagement, DHL Global Forwarding, Freight. Daniela has a passion for developing people and is a strong promoter of Women in Freight Forwarding & Logistics. Before joining the Human Resources function, she worked for 20+ years in various roles in the Freight Forwarding & Logistics Industry: from Operations to Strategy Development and Key Account Management & Sales.
