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Overcoming remote learning challenges with the 70:20:10 model

By Jack Campbell | |5 minute read

The surge in remote and hybrid working has forced businesses to adjust plenty of processes. One major function that has been affected is learning and development, as methods for training have shifted without the constant face-to-face opportunities we once had.

While it may be a difficult adjustment, learning and development should still be effective in remote and hybrid work settings. Getting it right may require some initiative, but according to Vista’s head of people and culture, Australia, New Zealand and Singapore, Chari Hall, it is crucial.

“We’ve listened to our people and discovered that our teams working remotely … all still have a strong desire to learn, develop and grow their knowledge and capabilities, no matter where they are in the world or what base they consider as their office,” commented Ms Hall.


“Being flexible and adapting to feedback is key – we’ve found that when you nail this, participation and interest levels increase. It also never hurts to get creative.”

“The importance of leaders investing in the time to engage with their teams, and focus on personal growth and development, in remote working situations should not be overlooked. Leaders should be true advocates for learning and development.”

Maintaining lines of communication is key. Without connectivity, learning and development can suffer. Ms Hall said an effective way to keep this collaboration strong is by getting people together through discussions, workshops, panels, and showcases.

“It is all about connection. Leaders need to make sure they’re taking the time to ensure their teams working remotely are feeling genuinely connected to them, their colleagues, and the wider business,” Ms Hall said.

“I believe what can be challenging when doing remote work is that there is a risk that people can feel incredibly isolated at times, so it is vital that leaders genuinely care and check in with their people, making sure they’re heard and appreciated.”

Despite the importance of ongoing training, it can be difficult to maintain in remote and hybrid settings. Ms Hall noted that technology is a major player in stifling effectiveness, as it can be unreliable.

Overcoming the various challenges will prove crucial in the future of work as remote training becomes more commonplace. This is why effective policy must be enacted. According to Ms Hall, a worthwhile foundation is the 70:20:10 model.

She explained: “This is something I aim to embody every day, as the 70:20:10 model (70 per cent of learning comes from experience, experiment, and reflection. Twenty per cent derives from working with others. Ten per cent comes from formal interventions and planned learning solutions).”


Hybrid working

In a hybrid work environment, individuals are allowed to work from a different location occasionally but are still required to come into the office at least once a week. With the phrase "hybrid workplace," which denotes an office that may accommodate interactions between in-person and remote workers, "hybrid work" can also refer to a physical location.

Remote working

Professionals can use remote work as a working method to do business away from a regular office setting. It is predicated on the idea that work need not be carried out in a certain location to be successful.


Training is the process of enhancing a worker's knowledge and abilities to do a certain profession. It aims to enhance trainees' work behaviour and performance on the job.

Jack Campbell

Jack Campbell

Jack is the editor at HR Leader.