The Enterprise Learning Model

Does the 70/20/10 rule developed in 1996 still apply to enterprise learning and development in 2012?

I'm going to divide this question into two parts. Firstly I'm going to discuss the Enterprise Learning Model and substantiate that model from research I conducted of Enterprise RTO's and Enterprise Learning and Development Departments in 2009 with the assistance of the Enterprise RTO Association (ERTOA). In the second part of this question I will examine the 70/20/10 Model and discuss how it aligns or otherwise to the Enterprise Learning Model.

So let's begin with Part One: The Enterprise Learning Model

The industry model 'Enterprise Learning' is the learning concepts, processes and activities that fulfil all the learning and development needs of an organisation, primarily through workplace-based learning, training and coaching aligned to and supporting organisational strategic goals and business outcomes. Nationally recognised vocational education and training (VET) and higher education learning often only comprises a small percentage of overall Enterprise Learning activities.

Enterprise Learning is primarily workplace-based learning that is undertaken all of the time by everyone in the workplace and is coached and supported by all other team members, team leaders, supervisors and line managers. In Enterprise Learning there is high participation in informal and formal coaching and mentoring providing good role models. If assessment is required for learning competency, then assessment is undertaken in the workplace mostly as actual performance and usually includes the organisation's performance management processes.

Workplace-based learning is support through creative instructional design content contextualised to the workplace and often includes organisational procedures, policies, operations manuals and technical material, in fact anything and everything that supports the way business is conducted within the organisation. Everyone utilises this content, not just those undertaking a formal qualification, but everyone. Everyone can receive coaching and is able to give coaching, thus promoting a learning culture.

Whereas, off-the-job formal learning is only undertaken as an absolute last resort where no other appropriate delivery method can be provided, rather than the first option for learning.

I found that my research supported the Enterprise Learning Model. When enterprise learning and development departments were asked in the survey how often they would use on-the-job workplace training as their primary delivery methodology, 95% of enterprises stated that on-the-job workplace training is their primary training delivery methodology.

Enterprises were then questioned on their preferred learning and assessment process, whether formative or summative? All enterprises (100%) stated that they preferred a formative learning and assessment process. That is, activities that are directed at supporting, encouraging, motivating and enhancing learning with a purpose to inform employees (learners) on their progress and provide guidance and opportunity for improvement.

Where formal summative assessment is required, 89.6% of enterprises use actual performance in the workplace with an enterprise workplace assessor and a further 71% of enterprises utilise performance management measures within the assessment process.

Conversely, only 6% of enterprises stated that their primary assessment process was off-the-job assessment at an off-site external training facility utilising written examinations or tests. Very few enterprises (about 3%) utilise online or e-learning assessment even though a high proportion of enterprises (about 51%) also utilise online learning and/or e-learning. No enterprise uses distance assessment or learner self-assessment.

Enterprise Learning’s principle purpose is to ensure that employees have the skills, Knowledge and attitudes to excel in their function job role to enhance the organisation’s competitive advantage and actively support the organisation’s strategic goals and business outcomes.

Therefore, the Enterprise Learning Model can be prescribed as the following:

1. About 90% of enterprise learning comes from workplace on-the-job experiences, tasks, and problem solving within a structured workplace continuous improvement process, where all employees participate in continuous learning, not just those undertaking formal learning such as a VET qualification. Structural frameworks that support enterprise learning include:
• Contextualised materials that support the business functions of the workplace and may include performance management measures to indicate actual level of workplace performance. Those employees undertaking a formal VET qualification, for example, would have their qualification competencies contextualised within workplace learning, but may also have a larger proportion of formal training and assessment activities conducted within the context of workplace learning.
• Coaching and mentoring can be both an informal and formal process, coaching occurs at any time within the workplace to support, encourage, motivate and enhance learning with a purpose to inform employees on their progress and provide guidance and opportunity for improvement within their functional job roles.
2. About 10% of enterprise learning comes from formal off-the-job training, learning and/or education courses. Formal enterprise learning may include dedicated Enterprise Trainer/Assessors (TAE10 skill set) that also provide formal off-the-job and on-the-job training and assessment activities.

Is there going to be variation within this Model? - absolutely.  This model may have variations within the same organisation as it is a Model that is customised to the workplace and functional job role requirements.