The 70 20 10 Learning Model: Learn Faster, Spend Smarter

The 70 20 10 learning model is part of the Monday Simon Manager Development Program:
👉 Module 3: Team development training

What is the 70 20 10 Learning Model?

The 70 20 10 learning model is a simple yet powerful ratio that describes how people learn best. It states that approximately 70% of learning comes from challenging job assignments (on the job), 20% comes from feedback (coaching, mentoring, and peer feedback), and only 10% comes from formal learning (classroom learning, online learning etc). In simple terms, the 70 20 10 framework is used as a structured action plan to create an individual development plan (IDP) for employees.

The 70 20 10 learning model is a management principle. It tells where to prioritize effort and budget, to get maximum return on your development investment. 

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When to Use the 70 20 10 Learning Model

You should be applying the logic of the 70 20 10 learning model every time you discuss an employee’s growth, but it’s essential in these specific scenarios:

• For training: When you want your team to learn a new skill
• Closing Performance Gaps: When an employee is technically competent but struggles with stakeholder management.
• Succession Planning: When preparing high potential employees for role shifts or promotions.

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My Take on the 70 20 10 Learning Model

Personally, I am a die-hard believer of the 70 20 10 learning model. Too often, companies think they will have people learning by sending them to fancy classes (online or offline). This formal learning part, of 10% is the easiest part, but it has the lowest impact. The focus needs to be on curating the 70% and leveraging the 20% to ensure that learning really “sticks”. 

1. Own the 70% – The On-the-Job Challenge: The 70% isn’t just “doing work”; it is challenging work. It requires you, the manager, to deliberately assign projects that stretch the employee. This project must have real stakes and real consequences. The friction of the live environment, like the political negotiations and the budget constraints, is where the real learning happens. For example, leading a software implementation project is linked to the development of “Project management” skills. 

2. Maximize the 20% – The Coaching Loop: The 20% manages the risk of the 70%. This 20% is all about feedback. Set up a mandatory one-on-one meeting to follow in order to coach and give feedback on the progress and how to improve. 

3. Use the 10% Smartly – Just-in-Time Knowledge: The 10% should be targeted and immediate. It’s just-in-time knowledge, not “just-in-case theory”. Only use formal training when a foundational concept is needed to unlock the 70% experience. 

The success of the 70 20 10 learning model depends on the sequencing and whether or not it is tied to real performance outcomes. Otherwise, you are developing your staff without the return on investment. 

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Here is an example of the 70 20 10 learning model for the development of the competency “team management.”

Go to my personal newsletter if you wish to download the template.

The benefits of the 70 20 10 Model

• Faster growth: Learning happens immediately because employees apply new competencies on live projects with real consequences. Even if your company doesn’t have a learning management system, you can still integrate the “70%” component directly into each employee’s KPI action plan.
• Reduced development cost: You don’t need expensive training programs to promote learning on the job. Instead of spending on external vendors, you invest time in internal assignments, turning regular work into structured development opportunities.
• Direct business impact: The “training” happens by solving real business problems (the 70%), meaning development directly contributes to team goals and KPIs. This is a basic principle of performance management: you spend on people development only if you get some ROI in return. When you embed the 70/20/10 model into your team’s objectives, development becomes measurable and rewarding. Your team won’t just do it because it’s good for their role; they’ll do it because it drives bonuses, promotions, and results.

For additional advice on team management, check out the relevant resources on the Manager tools page.