Written By Guy Parsons
As an HR or L&D professional, you're probably often looking for effective ways to support employee development. The 70-20-10 model is a popular framework that can help guide your thinking.
Let's dive in and explore what this learning concept is all about.
What is the 70-20-10 learning model?
The 70-20-10 learning model suggests that learning happens through three main types of experiences:
70% from on-the-job experiences, tasks, and problem solving
20% from feedback and from working with role models
10% from formal training and reading
The numbers represent relative weights of each learning type, not rigid percentages. The core insight of the 70-20-10 framework is to remember that the bulk of learning and development comes through day-to-day work, rather than formal training.
Examples of each learning type
What do the different types of learning actually look like? Here are some examples:
70% on-the-job learning
Developing sharper instincts through increasing experience
Improving automatic efficiency at a task from repeated practice
Challenging assignments, stretch projects and dealing with edge cases that require taking a new approach
Fixing mistakes and problem-solving
Participating in new initiatives or change efforts
Discovering a new tool or process and putting it to use
20% learning from others
Mentoring and coaching
Peer feedback and work reviews
Observing expert colleagues in action
Employees documenting their experiences and processes
10% formal learning
Live training sessions and workshops
Asynchronous eLearning modules
Conferences and seminars
Reading articles and books
As you can see, on-the-job and social learning tend to be informal, while the ‘10%’ focuses on formal, structured learning. But bear in mind that this ratio represents proportions of ‘stuff learned’, not the clock time spent in each mode.
In fact, the average employee only spends 1% of their working life in formal training activities, so getting an entire 10% of their learning from this route demonstrates how comparatively efficient and impactful it can be!
The role of L&D in supporting the other 90%
Your L&D probably likely spends most of its time and budget on formal training programs - the ‘10.’ But don't neglect the ‘70’ and ‘20’ – there’s still a way for you to impact these dimensions from afar!
There's a lot you can do to enable on-the-job and social learning throughout your organisation:
Work with managers to design stretch assignments, and create low-stakes opportunities to test new skills, that promote growth
Create project postmortems and other processes to learn from mistakes
Set up mentoring programs and peer learning cohorts
Teach managers how to have effective development conversations
Curate "lunch and learn" events for employees to share expertise
The key is being proactive and systematic. It’s all about building a collaborative culture and systems that actively support informal learning.
Supporting formal learning (the 10%) using social and on-the-job learning
While the 70-20-10 concept emphasises the importance of on-the-job and social learning, focused, formal training still plays a crucial role. The key is to not treat the training session or as a standalone event, but rather as a catalyst for ongoing learning. Here are some strategies to connect all three sections:
Pre-training preparation
Have learners complete a self-assessment or 360-degree feedback before training to identify areas for development.
Assign pre-reading or e-learning modules to establish a baseline understanding
Ask participants to bring real work challenges to discuss during the training.
Structured post-training reflection
Have learners create an action plan for applying new skills on the job.
Encourage them to share key takeaways with their team
Provide a framework for learners to reflect on their progress and challenges.
Manager involvement
Brief managers on the training content and their role in supporting application.
Provide discussion guides for managers to have post-training coaching conversations.
Encourage managers to give learners stretch assignments that put their new skills into practice. (Remember, many people with a learning style that emphasises practical application!)
Peer learning groups
Establish cohorts of learners who can support each other's ongoing development
Facilitate regular peer group discussions to share successes, challenges, and insights.
Use a learning platform or internal tools like Slack channels to support ongoing conversation.
Refresher sessions and ongoing resources
Offer brief refresher webinars or e-learning modules to reinforce key concepts.
Curate a library of resources (articles, videos, templates) that support the skills.
Send periodic nudges or tips to keep the learning top of mind.
The goal is to weave formal learning into the fabric of daily work. By providing structure, support, and accountability, you can ensure that the impact of the ‘10% learning’ doesn't end when the class does. Instead, it becomes the starting point for a journey of continuous development.
A grain of salt: nuances and critiques of the 70:20:10 model
The 70-20-10 framework is a useful mental model, but it's not perfect. A few things to keep in mind:
The numbers aren't scientific - they're more of a helpful rule of thumb. The relative weights will vary based on the skill being learned.
Not all on-the-job experiences are created equal. Repetitive tasks may not promote much growth. Developmental assignments need to be designed thoughtfully.
Some skills really do require formal training before they can be applied. You wouldn't want a pilot's first experience flying a plane to be on-the-job!
Other learning models like 3E (Experience, Exposure, Education) or the Five Points of Learning Need offer helpful alternative frameworks.
Despite these caveats, 70-20-10 remains a handy way to think about employee development. Use it to analyse and improve your L&D practices, but don't treat it as dogma. Adapt it to your context.
The 70-20-10 model reminds us that true learning is holistic. It doesn't just happen in the classroom - it's woven into the very fabric of work. Armed with this insight, you can craft L&D solutions that make a real impact.
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Learning and development
Guy Parsons
