The 70-20-10 Model for Learning and Development

The 70-20-10 Model for Learning and Development has an interesting history rooted in research on how professionals learn and develop effectively within the workplace. Here’s a brief overview of its origins, evolution, and how it has been adapted over time:

Table of Contents

1. Origins in Research at the Center for Creative Leadership (CCL)
2. The First Formalization of the 70-20-10 Model
3. Growth and Adaptation Across Industries
4. Criticism and Adaptations
5. Modern Applications and Integration with Technology
6. Future Outlook and Shifting Emphasis
7. Breakdown of the 70-20-10 Model
• 70% Experiential Learning (On-the-Job Learning)
• 20% Social Learning (Learning Through Others)
• 10% Formal Learning (Structured Education)
8. Why Use the 70-20-10 Model?
9. Implementing the Model in an Organization
10. Summary

1. Origins in Research at the Center for Creative Leadership (CCL)

• The model originated in the 1980s from research conducted by the Center for Creative Leadership (CCL), which studied how executives learn, grow, and develop within their roles.
• Researchers, including Morgan McCall, Michael Lombardo, and Robert Eichinger, conducted surveys with nearly 200 successful executives. They found that most of the learning reported by these executives stemmed from on-the-job experiences rather than formal training.
• The researchers identified that 70% of their skills came from challenging assignments (experiential learning), 20% from relationships (social learning), and 10% from formal training (structured education).

2. The First Formalization of the 70-20-10 Model

• Based on the findings, the 70-20-10 Model was formalized as a framework suggesting that effective learning primarily occurs through hands-on experience, with supplementary benefits from social and formal learning.
• This model became popular in the 1990s and 2000s, particularly among large corporations and leadership development programs, where its flexible approach could be adapted across various roles and industries.

3. Growth and Adaptation Across Industries

• The 70-20-10 model quickly gained traction in corporate and organizational learning and development as it underscored the limitations of relying solely on formal training.
• Organizations began implementing it to create blended learning programs, leveraging different resources to balance hands-on practice, mentorship, and formal learning modules.
• It became especially influential in industries that value adaptive skills and continuous development, like tech, finance, and healthcare, where employees benefit from learning by doing in a rapidly changing environment.

4. Criticism and Adaptations

• Despite its popularity, the 70-20-10 model has faced some criticism. Detractors argue that it can oversimplify learning and that the percentages are too rigid. Learning needs vary across organizations, roles, and even individuals, making a one-size-fits-all approach unrealistic.
• In response, many companies use the 70-20-10 model as a flexible guideline rather than a strict formula. Some organizations adapt the proportions based on role-specific needs or learning outcomes, shifting the balance between experiential, social, and formal learning.

5. Modern Applications and Integration with Technology

• With the advent of digital learning platforms, virtual mentoring, and social learning tools, organizations have adapted the 70-20-10 model to fit modern learning environments. For example, virtual job simulations and augmented reality (AR) tools support experiential learning, while social platforms enable real-time mentorship and collaboration.
• Modern learning management systems (LMS) and online communities help formalize the social learning aspects of the model, allowing employees to learn from and collaborate with peers across global teams.

6. Future Outlook and Shifting Emphasis

• The 70-20-10 model has influenced newer frameworks emphasizing continuous learning and adaptability, such as the 3Es (Experience, Exposure, Education) or models that focus more heavily on experiential and collaborative learning.
• Today, it remains a foundational principle in many organizations’ learning and development strategies, often integrated with agile methodologies to support upskilling, reskilling, and continuous learning in response to evolving market demands.

The 70-20-10 Model for Learning and Development is a popular framework that suggests a balanced approach to workplace learning, recognizing that different types of experiences contribute uniquely to employee development. 

7. Breakdown of the 70-20-10 Model :

• 70% Experiential Learning (On-the-Job Learning)

• Purpose: This majority portion emphasizes learning through real, hands-on experiences. The idea is that performing actual job tasks is the most effective way to develop skills.
• Examples: Working on challenging projects, taking on new responsibilities, problem-solving, and learning by doing. Shadowing experienced colleagues or participating in rotational programs also fall under this category.
• Benefits: It enables employees to apply theoretical knowledge to real-world scenarios, building confidence and expertise in practical skills. Experiential learning also allows for immediate feedback and iterative improvement.

• 20% Social Learning (Learning Through Others)

• Purpose: This segment focuses on learning through interactions with colleagues, mentors, and other professionals, emphasizing the importance of collaboration and relationship-building in development.
• Examples: Coaching and mentoring, networking, participating in professional groups, or seeking feedback from peers. Group work, collaborative projects, and informal discussions also fit here.
• Benefits: Social learning encourages knowledge sharing, helps employees build a support network, and fosters team culture. Learning from others provides new perspectives and insights that may not be gained through individual effort alone.

• 10% Formal Learning (Structured Education)

• Purpose: This smallest segment involves traditional, structured learning methods that typically occur in a classroom or online course setting.
• Examples: Training courses, workshops, seminars, certifications, and e-learning programs.
• Benefits: Formal learning provides a foundation of knowledge and skills, covering theoretical aspects that may require more work to acquire on the job. It's often beneficial for compliance, technical skills, or theoretical frameworks necessary to understand more complex work aspects.

8. Why Use the 70-20-10 Model?

This model allows organizations to develop more well-rounded, adaptable employees by combining various learning experiences. Rather than relying solely on formal training, it encourages a more practical, interactive, and self-directed approach. Organizations can customize the model to meet their needs, using it as a guideline rather than a strict formula.

9. Implementing the Model in an Organization

1. Encourage Project-Based Learning: To support experiential learning, create opportunities for employees to take on new projects, including stretch assignments.
2. Establish Mentorship Programs: Pair employees with mentors or coaches to facilitate social learning and guidance.
3. Offer Structured Training Programs: Provide targeted formal training programs for essential technical skills or compliance knowledge.
4. Support Knowledge Sharing Platforms: Encourage employees to use internal communication tools, attend workshops, or participate in peer learning sessions.

The 70-20-10 Model is flexible and can be tailored to fit the organization's culture, making it a versatile approach for developing workplace skills, knowledge, and abilities.

10. Summary

The 70-20-10 Model has evolved from its initial research at the CCL to become a widely used guideline for balancing learning methods. Over time, it has been modified and adapted, especially with the rise of digital and collaborative tools that make social and experiential learning more accessible and scalable. Although not rigidly followed in all settings, its focus on experiential learning has changed how many organizations approach professional development, emphasizing the value of real-world, hands-on experiences in skill-building.