A strong learning culture is vital for workplace success, fostering innovation, adaptability, and employee engagement. The 70-20-10 model offers a proven framework to support this by balancing experiential, social, and formal learning opportunities.
This guide explores the principles of the 70-20-10 model and how to implement it in your organisation to maximise training impact and drive continuous improvement.
What is the 70-20-10 learning model?
The 70-20-10 model is a framework for corporate learning that divides learning experiences into three categories:
- 70% Experiential Learning: Hands-on experiences and on-the-job assignments.
- 20% Social Learning: Collaboration, feedback, and peer-based interactions.
- 10% Formal Learning: Structured courses, workshops, and training materials.
This model emphasises that most learning happens informally, making it essential for organisations to create environments where challenging experiential learning and professional relationships thrive.
It is based on a survey conducted in 1996 asking nearly 200 executives to self-report how they believed they learned. In this survey, respondents reported the following influences on learning:
- 70% learned from challenging assignments
- 20% learned from developmental relationships
- 10% learned from coursework and training
The model is not a set rule for learning but rather a guideline. It is important to be aware that the numbers are not a rigid formula.
Why is the 70-20-10 model effective?
Focus on real-world application
By prioritising experiential learning, employees gain practical skills that are directly applicable to their roles.
Promoting collaboration
Social learning encourages employees to learn from their peers, creating a supportive and innovative workplace culture.
Complements structured training
While formal learning provides foundational knowledge, the model ensures it is reinforced and expanded through practice and peer interaction.
How to implement the 70-20-10 model
Finding appropriate opportunities to learn new skills on the job while providing adequate support can be a challenge, particularly if the current workplace culture is falling short.
If current observable behaviours are undesirable, this may actually undermine change. However, integrating development planning to change management and the strategic goals of the company is a potential solution.
Build experiential learning opportunities
Experiential learning is at the core of the 70-20-10 model. Organisations must provide hands-on tasks, opportunities and challenges for employees to learn by doing.
- Use job rotations or shadowing programmes to expose employees to diverse experiences.
- Encourage employees to take on challenging assignments.
- Giving employees new projects, asking them to lead teams, or giving them responsibility for solving problems.
Foster social learning
Social learning leverages the collective knowledge and experience within your organisation. It happens through collaboration, feedback, and mentorship.
- Set up mentoring programmes to connect employees with experienced colleagues.
- Use collaborative platforms where employees can share knowledge and resources.
- Incorporate peer reviews and team-based projects in training programmes.
Strengthen formal learning
While the model minimises the role of formal learning, it remains a critical foundation for building skills and knowledge. The key is to ensure these sessions are concise, relevant, and engaging.
- Focus on microlearning modules to deliver information in bite-sized, digestible chunks.
- Use interactive content, such as quizzes and scenarios, to keep learners engaged.
- Align course topics with employees' immediate needs and career goals.
Design an unstructured training process
Unstructured training is often difficult to approach because it has no formal process. It depends on the type of work being done by potential leaders at any given time. However, it is possible to design a general framework around which learning can take place.
- Create a development plan template tailored to the role requirements.
- Conduct an assessment before work is carried out to see whether individuals have the soft skills to become leaders.
- Set out an implementation plan that includes follow-up meetings to review progress.
Get participants to develop their own action plans
Encourage learners to conduct a self-assessment to identify desired behaviours and any development required to fill the gap. There are two types of action plans that participants need to address when undergoing workplace training:
- An action plan for how they are going to complete their challenging job assignment and in what time frame.
- A second action plan should relate to soft interpersonal skills that they will need to make sure that the project is ultimately a success.
Create accountability
Finally, it’s essential to include methods to ensure the accountability of participants. Managers should expect to spend at least five hours working with leadership candidates, reviewing their action plans.
They should also ensure they are passed up the chain of command to supervisors higher up in the company. This ensures that projects are challenging enough and they are aligned with cultural change.
Overcoming challenges in applying the 70-20-10 model
Balancing the three components
Achieving the right mix between experiential, social and formal learning can be difficult. Regularly evaluate your programmes to ensure employees are receiving adequate exposure to all three elements.
Measuring impact
Social and experiential learning can be harder to quantify than formal training. To assess their effectiveness, use qualitative measures like feedback surveys and 360-degree reviews.
Changing mindsets
Employees and managers may initially resist the shift towards less structured learning. Provide clear communication about the benefits of this model and offer support during the transition.
Technologies to support 70-20-10 learning
Learning Experience Platforms (LXP)
LXPs enable employees to explore personalised learning paths that combine formal courses, on-the-job tasks, and social interactions.
Collaboration Tools
Platforms like Microsoft Teams or Slack facilitate social learning through easy communication and knowledge sharing.
Performance Support Tools
Tools such as on-demand job aids or how-to videos help employees learn as they work, boosting experiential learning.
Key workplace learning theories
70-20-10 is just one of six of the most well-established learning theories we've examined to help improve your outcomes.
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