70:20:10 learning model: How people learn at work

TL;DR The 70:20:10 model shows how people really learn at work. Most development occurs through challenging experiences and meaningful relationships, rather than training courses.

Focus 70% of learning design on real work experiences and stretch assignments
Build 20% around coaching, mentoring, and peer learning relationships
Use 10% for targeted formal training that supports the other two components
Measure skill development, not training completion rates
Start with business challenges that can become learning opportunities

The 70:20:10 model reveals how effective workplace learning really happens: 70% through hands-on experience, 20% from relationships and feedback, and 10% from formal training. This research-backed framework helps L&D professionals design learning experiences that mirror how people naturally develop skills and advance their careers.

Here's the reality most L&D teams face: you spend months building the perfect leadership course, launch it to fanfare, and six months later, nothing has changed. The 70:20:10 model explains why. Real learning doesn't happen in conference rooms – it happens when people tackle challenges that stretch their abilities while supported by the right relationships and knowledge.

What Is the 70:20:10 Model?

The 70:20:10 model breaks down effective learning into three components that reflect how people naturally develop skills in the workplace:

70% Experiential Learning: Learning by Doing

The largest portion of meaningful learning happens through direct experience – tackling challenges that stretch current capabilities while providing opportunities to apply new skills immediately. This isn't random trial and error, but purposeful experiences designed to build specific competencies.

Experiential learning works because it engages problem-solving, decision-making, and adaptation in real-time. When people face challenges slightly beyond their comfort zone, they develop resilience, creativity, and practical judgment that can't be taught in a classroom. The key is providing enough support to prevent failure while allowing enough challenge to drive growth.

Examples include leading cross-functional projects, managing budgets, presenting to senior stakeholders, handling difficult customer situations, or taking on expanded responsibilities that require new skills.

Social learning accelerates development through relationships that provide feedback, perspective, and emotional support. Humans are naturally social learners – we learn faster when we can observe others, receive guidance, and process experiences with trusted advisors.

This component includes formal relationships like mentoring and coaching, as well as informal interactions like peer conversations, collaborative problem-solving, and knowledge sharing. The social element provides context for experiences, helps people interpret what they're learning, and creates accountability for applying new skills.

The 20% component bridges experience and knowledge by helping people make sense of what they encounter, learn from others' experiences, and build confidence to tackle bigger challenges.

10% Formal Learning: Learning Through Structure

Formal learning provides frameworks, foundational knowledge, and structured skill development that makes experience more valuable. While it represents the smallest portion, it's crucial for establishing baseline competencies and introducing complex concepts that would be difficult to discover through experience alone.

The most effective formal learning happens "just in time" – delivered when people need specific knowledge to support their experiences or relationships. This might include technical training before a system implementation, leadership workshops before taking on management responsibilities, or industry knowledge before client-facing roles.

Formal learning works best when it connects directly to immediate application opportunities and ongoing development relationships.

The model emerged from research by Morgan McCall, Robert Eichinger, and Michael Lombardo at the Center for Creative Leadership, who studied successful executives and identified the sources of their most impactful learning experiences. Their findings, published in "The Lessons of Experience," analyzed data from hundreds of executives to understand what actually drove their development.

Recent LinkedIn Learning research confirms this model still holds true: 94% of employees say they would stay at a company longer if it invested in their learning, but traditional training programs show declining engagement rates. The most effective development programs mirror the 70:20:10 ratio.

Why the 70:20:10 Model Matters in Learning & Development

Most L&D budgets flip this ratio upside down. Global corporate training spending reached $383 billion in 2023, yet engagement in formal learning continues to decline. Organizations spend 70-80% of their learning budget on the 10% component while neglecting the experiences and relationships that drive real skill development.

The 70:20:10 model forces a strategic shift. Instead of asking "What course should we build?" you start asking "What experiences will develop this capability?" That question changes everything – your design process, budget allocation, and success metrics.

When American Express implemented 70:20:10 principles in their leadership development programs, they found that the effect of formal training increased significantly when participants' managers engaged with them both before and after training sessions. The key was creating structured stretch assignments (the 70%) paired with executive mentoring (the 20%) and targeted skill workshops (the 10%).

Deloitte's research on high-impact learning organizations emphasizes that companies must redesign learning around work rather than separate from it. These organizations focus on experiential learning, process change, and data-driven tools to build capabilities. Their 2017 Human Capital Trends research found that continuous learning is critical for business success in the digital age.

The shift matters because traditional training assumes people learn by absorbing information, then applying it later. The 70:20:10 model recognizes that people learn by doing, with support and targeted knowledge that makes experience more valuable.

Key Components of the 70:20:10 Model

The 70% Experience Component: Learning Through Challenge

Real learning happens when people tackle challenges slightly beyond their comfort zone with support systems in place. This isn't random trial and error – it's purposeful experiences designed to build specific capabilities.

High-impact experiential learning opportunities:

Stretch assignments that expand current capabilities beyond job scope
Cross-functional projects that build broader business perspective
Job rotations that develop versatility and systems thinking
Problem-solving opportunities with real business impact and visible results
Leadership roles in task forces, committees, or special initiatives
Client-facing responsibilities that build external perspective and communication skills
Crisis management situations that accelerate decision-making and resilience
International assignments that develop cultural intelligence and adaptability

Example in Action: IBM's Service Corps sends high-potential employees to emerging markets for month-long consulting projects with local organizations. The program combines three months of preparation, one month on-site experience, and two months of post-service follow-up. As IBM's former VP of corporate citizenship explained, "It's not just philanthropy. It's leadership development and business development, and it helps build economic development in the emerging world."

Learning accelerates through relationships that provide feedback, perspective, and accountability. This component bridges experience and knowledge by helping people make sense of what they're learning.

Structured social learning approaches:

Formal mentoring programs with structured check-ins and development goals
Peer learning circles focused on specific challenges or skill development
Coaching relationships that develop self-awareness and reflection capabilities
Cross-team collaborations that expose different approaches and thinking styles
Feedback-rich environments with regular performance conversations
Reverse mentoring where junior employees share fresh perspectives with senior leaders
Action learning sets that tackle real business problems while building capabilities
Communities of practice that share knowledge and lessons learned

The Reflection Factor: Research from Harvard Business School shows that employees who spend 15 minutes reflecting on lessons learned perform 23% better than those who don't. The 20% component creates structured opportunities for this reflection.

The 10% Formal Component: Learning Through Structure

Structured learning provides frameworks and foundational knowledge that make experience more valuable. The key is timing and relevance – formal learning should support and enhance experience, not replace it.

Strategic formal learning elements:

Just-in-time training delivered exactly when people need specific knowledge
Micro-learning modules that reinforce key concepts and tools
Certification programs for technical skills or compliance requirements
Workshops and seminars that introduce frameworks for complex challenges
Online courses that build baseline knowledge before experiences begin
Simulations and role-plays that practice skills in safe environments
Expert masterclasses that provide advanced insights and industry perspectives
Research and reading assignments that build theoretical foundation

Quality Over Quantity: Effective formal learning focuses on application and immediate relevance. The most impactful 10% component creates opportunities for people to share and apply knowledge, turning individual learning into collective capability building.

How to Apply the 70:20:10 Model in the Workplace

Start by auditing your current learning investments. Most organizations discover they're spending 80% on the 10% component while hoping people figure out the rest on their own. This audit reveals opportunities to reallocate resources toward higher-impact experiences and relationships.

Design Learning Journeys, Not Just Courses

Map the experiences, relationships, and knowledge someone needs to develop a specific capability. This journey-based approach creates connected learning that builds on itself over time.

Example Learning Journey for New Managers:

70% Experience Components:

Lead a cross-functional project with 5-7 team members (Month 1-3)
Present quarterly business review to senior leadership (Month 4)
Manage a budget of $50,000+ with P&L responsibility (Month 5-6)
Handle a difficult performance conversation with coaching support (Month 6)
Lead a process improvement initiative that affects multiple departments (Month 7-9)

20% Social Components:

Monthly mentoring sessions with an experienced director
Peer learning group with 5 other new managers
360 feedback process with team members and stakeholders
Executive coaching focused on leadership presence and communication
Cross-department shadowing with high-performing managers

10% Formal Components:

"Management Fundamentals" workshop before first project
"Crucial Conversations" training before performance discussions
Financial literacy course before budget responsibility
Industry conference or external learning event

Create Experience Portfolios

Instead of defaulting to training, build libraries of developmental experiences. Partner with business leaders to identify stretch assignments that meet both learning goals and business needs.

Experience Portfolio Categories:

Leadership Development:

Task force leadership roles
Merger integration projects
New market entry initiatives
Crisis response team participation
Board presentation opportunities

Technical Skills:

System implementation projects
Process redesign initiatives
Quality improvement programs
Technology adoption pilots
Vendor evaluation and selection

Business Acumen:

Budget ownership and P&L responsibility
Strategic planning participation
Customer advisory board representation
Competitive analysis projects
New product launch involvement

The 20% doesn't happen automatically. Design mentoring programs, facilitate peer learning groups, and create systems for regular feedback and reflection.

Social Learning Architecture:

Formal Mentoring: Structured relationships with clear goals, regular meetings, and development focus areas Peer Networks: Groups of people facing similar challenges who meet regularly to share insights and solutions
Coaching Support: Professional coaching for high-stakes transitions or complex leadership challenges Feedback Systems: Regular 360 reviews, skip-level meetings, and performance conversations focused on growth

🎯 Your 70:20:10 Design Checklist

Before designing any learning intervention, ask:

What real business challenge could this person tackle to build this skill?
Who could mentor, coach, or provide feedback during this experience?
What specific knowledge or frameworks would make this experience more successful?
How will we capture and share the lessons learned?
What success looks like in 6 months, and how will we measure it?

Measuring Success with the 70:20:10 Model

Traditional learning metrics fail with the 70:20:10 model because they focus on training activity, not skill development. Effective measurement tracks behavior change, performance improvement, and business impact across all three components.

Learning-Focused Metrics

Experience Component (70%):

Completion rates of stretch assignments and developmental projects
Performance ratings on new responsibilities or expanded roles
360 feedback scores on targeted competencies
Business results achieved through developmental experiences
Self-assessment confidence ratings on new skills

Social Component (20%):

Quality ratings of mentoring and coaching relationships
Frequency and depth of feedback conversations
Peer learning group participation and engagement
Network expansion and relationship building metrics
Knowledge sharing and collaboration indicators

Formal Component (10%):

Just-in-time training usage and application rates
Knowledge retention assessments 3-6 months post-training
Certification completion and maintenance
Skill demonstration in real-work situations
Transfer of learning to job performance

Business Impact Metrics

The ultimate measure of 70:20:10 effectiveness is business performance:

Time to competency: How quickly people become effective in new roles
Internal promotion rates: Percentage of roles filled by internal candidates
Employee engagement: Connection between development opportunities and engagement scores
Retention rates: Impact of developmental experiences on tenure and career satisfaction
Performance ratings: Correlation between 70:20:10 participation and performance outcomes
Revenue per employee: Business results from enhanced capabilities

Google's Project Oxygen demonstrates effective measurement of experience-based development. Through data analysis of employee feedback and performance reviews, Google identified that good coaching was the top behavior of effective managers. After implementing development programs focused on the eight key management behaviors, Google saw management effectiveness scores improve from 83% to 88% from 2010-2012, with the lowest-scoring managers showing the greatest improvement in coaching and career development areas.

Common Implementation Mistakes (And How to Avoid Them)

Mistake 1: Treating the Ratios as Rigid Rules

The 70:20:10 model is a guideline, not a formula. Different roles, experience levels, and situations require different approaches.

Solution: Use the model as a design principle, not a mathematical requirement. A new graduate might need 40:40:20, while a seasoned executive might thrive on 80:15:5.

Mistake 2: Neglecting the Support Infrastructure

Creating experiences without coaching support or throwing people into challenges without preparation leads to frustration, not learning.

Solution: Build comprehensive support systems. Every stretch assignment needs coaching support, every formal training needs application opportunities, and every relationship needs structure and purpose.

Mistake 3: Focusing Only on High Potentials

Many organizations apply 70:20:10 principles exclusively to leadership development, missing opportunities to develop broader capabilities.

Solution: Scale the approach across roles and levels. Administrative professionals, technical specialists, and front-line workers all benefit from experience-based development designed for their specific contexts.

Mistake 4: Ignoring Manager Capabilities

Most managers lack the skills to create developmental experiences or provide effective coaching support.

Solution: Invest in manager development first. Research from Gallup shows that managers account for 70% of variance in employee engagement, making their development critical to 70:20:10 success.

70:20:10 Model Across Different Industries and Roles

Technology and Engineering

Technical roles require hands-on problem-solving and peer learning to stay current with rapidly evolving technologies.

70% Focus: Complex project assignments, system architecture challenges, customer problem-solving 20% Focus: Technical mentoring, code reviews, cross-team collaborations
10% Focus: Certification programs, conference attendance, technical training

Healthcare and Life Sciences

Patient safety and regulatory requirements shape how experiential learning happens in healthcare settings.

70% Focus: Clinical rotations, case management, quality improvement projects 20% Focus: Interdisciplinary team experiences, mentoring relationships, peer consultations 10% Focus: Medical education, compliance training, continuing education requirements

Financial Services and Consulting

Client-facing roles and complex problem-solving drive development in professional services.

70% Focus: Client project leadership, business development, proposal management 20% Focus: Senior practitioner mentoring, peer review processes, cross-practice collaboration 10% Focus: Industry training, technical certifications, methodology workshops

Manufacturing and Operations

Safety, efficiency, and continuous improvement frame learning experiences in operational environments.

70% Focus: Process improvement projects, safety leadership, cross-functional assignments 20% Focus: Operational coaching, peer problem-solving, knowledge sharing forums 10% Focus: Technical training, safety education, lean methodology workshops

Challenges (and How to Overcome Them)

"We don't have time for all that experience and mentoring"
The 70:20:10 model actually saves time by focusing learning on what works. One targeted stretch assignment often teaches more than multiple training sessions.

"How do we control quality across different experiences?"
Create learning guides and reflection tools that help people extract lessons from any experience. Standardize the reflection process, not the experience itself.

"Our managers don't know how to develop people"
This is exactly why the 20% component matters. Invest in building coaching and mentoring capabilities across your organization.

How the 70:20:10 Model Fits into Broader L&D Strategy

The 70:20:10 model reshapes how you approach talent development, succession planning, and organizational capability building.

For Onboarding: New hires need experiences that build confidence and relationships, not just information downloads. Design onboarding that includes meaningful projects (70%), buddy systems (20%), and essential knowledge (10%).

For Leadership Development: Future leaders develop through leading, not just learning about leadership. Create pathways that include progressive leadership experiences supported by mentoring and targeted skill building.

For Performance Improvement: When performance gaps emerge, ask what experiences and relationships could close those gaps, not just what training is needed.

Experiential learning – Learning through direct experience and reflection
Social learning theory – How people learn through observation and interaction
Mentoring programs – Structured relationships that support development
Stretch assignments – Work experiences that challenge current capabilities
Informal learning – Learning that happens outside formal training programs
Blended learning – Combining multiple learning approaches and modalities

Frequently Asked Questions About the 70:20:10 Model

Q: Is the 70:20:10 ratio supposed to be exact?

A: No. The percentages represent proportional emphasis, not precise mathematical requirements. Different roles, experience levels, and situations call for different ratios. A new hire might need 40:30:30 for foundational knowledge, while a senior professional might thrive on 85:10:5. Use the model as a design principle that prioritizes experience and relationships over formal training.

Q: How do you measure the 70% experiential component?

A: Focus on outcomes rather than activities. Measure behavior change through 360 feedback, performance improvements in stretched responsibilities, business results from developmental projects, and progression in competency assessments. Track whether people successfully handle increased challenges and demonstrate new capabilities in real work situations.

Q: What if managers don't know how to provide developmental experiences?

A: This is the most common implementation challenge. Start by developing managers' capabilities first. Create toolkits for identifying stretch assignments, provide coaching training, and establish communities of practice where managers share successful developmental experiences. Consider bringing in external coaches initially while building internal capability.

Q: How does 70:20:10 work for remote and hybrid teams?

A: The model adapts well to distributed work with some modifications. Virtual stretch assignments might include leading cross-time zone projects or managing remote stakeholder relationships. The 20% component becomes even more critical – schedule regular video coaching sessions, create virtual peer learning groups, and use collaboration tools for ongoing feedback. Formal learning (10%) often works better in virtual formats with micro-learning and just-in-time delivery.

Q: Can 70:20:10 work for compliance-heavy industries?

A: Yes, but the formal component (10%) might be larger for regulatory requirements. The key is connecting compliance training to real-world application opportunities (70%) and peer knowledge sharing about best practices (20%). In healthcare, for example, formal medical training supports clinical rotations and mentoring relationships with experienced practitioners.

Q: How do you get buy-in from senior leaders who prefer traditional training?

A: Lead with business results and cost data. Show that traditional training has low transfer rates (typically 10-20%) while experience-based development drives measurable performance improvement. Present case studies from similar organizations and offer to pilot the approach with one critical role. Emphasize that 70:20:10 solves business problems while developing people.

Q: What's the biggest mistake organizations make with 70:20:10?

A: Treating it as a training redesign rather than a talent development philosophy. Organizations often create "experiential" courses instead of actual work-based challenges, or they add mentoring without changing how formal learning happens. Success requires rethinking how development integrates with business operations, not just adjusting learning programs.

Q: How do you handle people who resist experiential learning?

A: Address the underlying concerns, which usually center on fear of failure or lack of support. Provide clear frameworks for the experiences, ensure coaching support is available, and celebrate learning from mistakes. Some people prefer structured learning, so offer choice in how they engage with the 70% component while maintaining the focus on real-world application.

Q: What budget implications does 70:20:10 have?

A: Initial costs might be higher due to coaching and mentoring infrastructure, but long-term costs typically decrease. You spend less on generic training courses and more on targeted support systems. The ROI usually improves because of higher engagement, better skill transfer, and faster time-to-competency. Many organizations find they can reallocate existing training budgets rather than requiring new funding.

Q: How does 70:20:10 support succession planning?

A: It's ideal for succession planning because it develops people through progressively challenging experiences. Create "succession pathways" that map experiences, relationships, and knowledge needed for target roles. Use stretch assignments to test readiness and mentoring to transfer institutional knowledge. This approach produces candidates who are genuinely prepared for advancement, not just trained.

Q: Can you use 70:20:10 for technical skills development?

A: Absolutely. Technical skills often develop best through hands-on projects (70%) with expert mentoring (20%) and targeted training on specific tools or methodologies (10%). Software developers, for example, learn most effectively by working on challenging code projects, receiving code reviews from senior developers, and attending focused workshops on new technologies.

Q: How long does it take to see results from 70:20:10?

A: Initial engagement typically increases within 30-60 days as people begin meaningful developmental experiences. Skill development becomes apparent within 3-6 months, particularly in areas where people receive ongoing coaching support. Business impact metrics usually show improvement within 6-12 months, depending on the complexity of the capabilities being developed.

Q: What tools and platforms support 70:20:10 implementation?

A: Focus on systems that facilitate experience management, relationship building, and knowledge sharing rather than just content delivery. Useful tools include mentoring platforms, project management systems, 360 feedback tools, peer learning platforms, and learning management systems that track application and impact, not just completion.

Ready to redesign your learning strategy around how people actually develop? Start by auditing one critical role in your organization using the 70:20:10 lens. Map the experiences, relationships, and knowledge needed for success, then build learning journeys that integrate all three components.