THE CASE: When Training Doesn't Create Learning
Shweta is L&D Head at a 350-person company. They invest heavily in training: workshops on leadership, communication, technical skills. E-learning platforms. External courses and certifications. But knowledge doesn't stick: People attend 2-day workshops, then go back to old habits. Skills learned in training don't transfer to the job. Engagement with e-learning platforms is low. She realized: Training isn't learning. Training is an event. Learning is continuous.
Peter Senge's research shows that organizations that learn faster than competitors have a sustainable competitive advantage. But learning isn't about courses—it's about building systems where people improve through daily work. The 70-20-10 model: 70% of learning happens on the job, 20% from relationships, 10% from formal training.
The Evidence
70% of learning happens on the job (70-20-10)
Only 12% of training transfers to the job (HBS)
3X faster growth in learning organizations (Deloitte)
94% would stay longer with learning opportunities (LinkedIn)
The Continuous Learning Framework
Step 1: Make Learning Part of Work (Immediately)
Stop treating learning as separate from work: After-action reviews after every project ("What worked? What didn't? What will we do differently?"). Weekly "learning standups" where team members share one thing they learned. Rotate responsibilities so people learn new skills on the job.
Step 2: Build Peer Learning Networks (Ongoing)
People learn best from each other: Internal "lunch and learn" sessions where team members teach each other. Mentorship programs (formal and informal). Communities of practice for key skills (e.g., "AI Users Group," "Sales Excellence Circle").
Step 3: Create Time for Learning (Weekly)
If learning matters, budget time for it: "Learning Fridays" (2-4 hours for self-directed learning). Book clubs (one book per quarter, discussed in team meetings). Designated learning goals in quarterly plans (not just performance goals).
Step 4: Measure Learning, Not Just Training (Quarterly)
Stop tracking "hours trained." Start tracking: Skill progression (can people do things they couldn't before?). Knowledge application (are new skills being used on the job?). Learning culture metrics (do people seek learning proactively?).
The Experiment: "Teach to Learn" Program
Each month, one team member prepares a 15-minute teaching session on something they've learned. They research, prepare, and present. Why it works: Teaching is the best way to learn. Sharing knowledge builds culture. Everyone becomes both teacher and student. Expected outcome: Knowledge compounds as people share. Learning becomes part of team identity.
Sources & References
- Senge, Peter M. The Fifth Discipline. Doubleday, 1990.
- LinkedIn Learning. Workplace Learning Report. 2023.
- Deloitte. Global Human Capital Trends. 2023.
Key Takeaways
- Training isn't learning—70% of learning happens on the job
- After-action reviews make every project a learning opportunity
- Peer learning networks multiply knowledge across the org
- Budget time for learning, not just training hours