How the 70-20-10 learning model helps bridge the skills gap

Understanding the 70-20-10 learning model

The foundation of the 70-20-10 approach

The 70-20-10 learning model is a widely recognized framework in learning and development (L&D) circles. It suggests that employees learn most effectively through a blend of experiences: 70% from on-the-job learning, 20% from social learning, and 10% from formal training. This model has shaped how organizations design development solutions and address talent development challenges, especially when it comes to bridging the skills gap.

Traditional training programs often focus heavily on formal learning—workshops, courses, and classroom sessions. However, research and years of experience in the field show that people learn best when they combine these structured activities with real job experiences and social interactions. The model will help organizations rethink their approach to employee development, moving beyond formal training to include informal learning and performance support in daily work.

Why this model matters for organizations

Organizations aiming to boost performance and creative leadership need to understand how employees learn in real work environments. The 70-20-10 model highlights that most learning happens outside the classroom, through hands-on experiences and collaboration with colleagues. This insight is crucial for leaders and L&D professionals who want to create effective learning experiences and development solutions that actually close the skills gap.

• 70% On-the-job learning: Employees gain knowledge and skills by tackling real challenges, taking on new responsibilities, and learning from their mistakes.
• 20% Social learning: Interaction with peers, mentors, and leaders encourages knowledge sharing and creative leadership development.
• 10% Formal learning: Structured training programs provide foundational knowledge, but are only one part of the overall learning experience.

By understanding this model, organizations can design more effective talent development strategies. It also opens the door to leveraging contingent workers and alternative workforce solutions, which play a growing role in bridging skills gaps. For more on how contingent workers fit into this framework, explore this resource on the role of contingent workers in bridging the skills gap.

Why traditional training alone isn’t enough

Limitations of Relying Solely on Formal Training

Many organizations still depend heavily on formal training programs to develop their employees. While structured courses and workshops have their place, this approach alone often falls short in closing the skills gap. The workplace is evolving rapidly, and traditional training methods can’t always keep up with the pace of change or the specific needs of each job role.

Formal learning tends to be:

• Time-bound and event-based, rather than continuous
• Generalized, sometimes missing the unique challenges employees face in their daily work
• Focused on knowledge transfer, but not always on practical application or performance support

Employees learn best when they can apply new knowledge directly to their job. However, formal training often happens away from the real work environment, making it harder to translate learning into improved performance. This is where the 70-20-10 learning model offers a more holistic framework for talent development, combining formal, informal, and social learning experiences.

Learning and development (L&D) teams are now recognizing the need for creative leadership and development solutions that go beyond the classroom. By integrating on-the-job learning and social learning, organizations can create richer learning experiences that drive real change. For those looking to enhance their approach, exploring how e-learning consulting services help bridge the skills gap can provide valuable insights into modern solutions.

Ultimately, a model that blends formal training with job learning and informal development will better equip employees to meet current and future challenges. This shift is essential for leadership development, performance improvement, and building a resilient workforce ready for change.

Applying the 70-20-10 model to address skills gaps

Integrating the 70-20-10 Framework into Everyday Work

Organizations looking to close the skills gap often realize that formal training alone doesn’t fully prepare employees for the demands of the job. The 70-20-10 learning model offers a practical framework for learning development, emphasizing that most people learn best through a blend of experiences, social interactions, and structured programs. By weaving this model into daily operations, companies can create development solutions that are more aligned with real-world needs.

• 70% Experiential Learning: The majority of employee development comes from hands-on job experiences. This means encouraging employees to take on stretch assignments, participate in cross-functional projects, and solve real problems at work. These opportunities allow employees to apply knowledge in context, building confidence and performance over time.
• 20% Social Learning: Learning from others—through mentoring, coaching, or peer collaboration—plays a crucial role. Leadership development programs can pair emerging leaders with experienced mentors, while team-based projects foster creative leadership and knowledge sharing. Social learning also supports performance support, as employees can quickly access advice or feedback from colleagues.
• 10% Formal Learning: Traditional training, such as workshops or online courses, still has value. However, it should be seen as one part of a broader talent development strategy. Formal learning provides foundational knowledge, but it’s most effective when reinforced by real job learning and social experiences.

Practical Steps for L&D and Leadership

Learning and development (L&D) teams, along with organizational leaders, can drive the adoption of the 70-20-10 model by:

• Designing learning experiences that blend formal training with on-the-job activities and social learning opportunities.
• Encouraging managers to act as coaches, supporting employees as they apply new skills in their roles.
• Creating a culture where sharing knowledge and learning from mistakes is valued.
• Using performance support tools to help employees access information when they need it on the job.

This approach not only accelerates skill development but also helps employees learn in ways that stick. Over the years, experience has shown that organizations embracing this model will see stronger performance and better leadership outcomes. For a deeper look at how innovative approaches and certifications can bridge the skills gap, explore this article on AI certification for bridging the skills gap.

The role of informal learning and on-the-job experience

Why Real-World Experience Matters in Learning

When it comes to bridging the skills gap, formal training and structured learning programs are important, but they only go so far. The 70-20-10 learning model highlights that the majority of employee development happens through informal learning and on-the-job experiences. This framework suggests that while formal learning lays the foundation, it is the daily challenges and tasks at work that truly shape performance and growth. Employees learn best when they are actively engaged in real job situations. These experiences allow them to apply knowledge, test solutions, and adapt to changing circumstances. Over time, this hands-on approach builds confidence and deepens understanding, especially in areas like leadership development and creative leadership.

Integrating Informal Learning into the Workplace

Organizations that want to close the skills gap need to create environments where informal learning is encouraged. This means giving employees the freedom to experiment, make mistakes, and learn from them. Leaders play a crucial role by offering guidance, feedback, and performance support as employees tackle new challenges. Some practical ways to foster informal learning and development include:

• Assigning stretch projects that push employees beyond their comfort zones
• Encouraging cross-functional collaboration to expose staff to different perspectives
• Providing access to mentors and coaches who can share years of experience
• Allowing time for reflection and discussion after key job experiences

This approach not only helps employees learn but also supports talent development and overall organizational performance. By integrating informal learning into daily work, companies can create a culture where continuous improvement and knowledge sharing are the norm.

Making Informal Learning Work for Your Organization

For learning and development (L&D) teams, the challenge is to recognize and support informal learning without trying to control it too tightly. Rather than relying solely on formal training, L&D professionals should focus on creating development solutions that blend structured programs with opportunities for experiential learning. This might involve:

• Designing frameworks that encourage job learning and social learning
• Offering resources and tools that support employees as they learn on the job
• Highlighting the value of informal learning in leadership and performance reviews

By embracing the 70-20-10 model, organizations can ensure that employees are not just absorbing information, but truly developing the skills and knowledge needed to excel in their roles. Over time, this approach leads to stronger performance, better leadership, and a more agile workforce ready to meet future challenges.

Encouraging social learning for better results

Building a Culture of Shared Learning

One of the most effective ways to bridge the skills gap is to foster social learning within your organization. While formal training and structured development solutions have their place, research and years of experience show that people learn best when they interact, collaborate, and share knowledge on the job. The 70-20-10 learning model highlights that a significant portion of employee development happens through social and informal learning, not just in the classroom.

Encouraging employees to learn from each other can take many forms. Here are some practical approaches organizations use to boost social learning and support ongoing talent development:

• Peer-to-peer coaching: Employees with more job experience can mentor others, helping them navigate challenges and develop creative leadership skills.
• Communities of practice: Groups focused on specific topics or roles allow employees to share best practices, discuss real work scenarios, and build collective expertise.
• Collaborative projects: Cross-functional teams working together on projects create opportunities for informal learning and performance support in real time.
• Leadership development circles: Small groups of emerging leaders can reflect on their experiences, exchange feedback, and accelerate their learning journey.

Social learning doesn’t replace formal learning or structured training. Instead, it complements these by embedding learning into daily work. When leaders and L&D professionals create space for employees to share their knowledge and learn from each other, the organization benefits from a more agile, adaptable workforce. This approach also helps ensure that learning and development solutions are relevant to real job challenges, making the learning experience more meaningful and directly tied to performance.

Ultimately, integrating social learning into your framework is not just about improving skills. It’s about building a culture where continuous development is part of everyday work, and where employees feel empowered to contribute to each other’s growth. This is how organizations can close the skills gap and drive long-term performance improvement.

Measuring progress and adjusting learning strategies

Tracking Learning Progress in Real Time

Measuring the impact of the 70-20-10 learning model goes beyond just counting completed training sessions. Organizations need to look at how employees apply new knowledge and skills on the job. This means tracking both formal learning and informal learning experiences, as well as social learning interactions. A practical approach is to use a mix of performance support tools, feedback from leaders, and regular check-ins. Learning and development (L&D) teams can gather insights by observing how employees solve problems, collaborate, and adapt to new challenges. Over time, these observations help identify which development solutions are working and where adjustments are needed.

Adapting Learning Strategies for Better Results

The model will only be effective if it evolves with the needs of your workforce. As people learn and grow, their learning experiences should be reviewed and updated. This could involve:

• Analyzing job performance data to spot skill gaps
• Collecting feedback from employees and leadership about learning experiences
• Adjusting formal training programs to better support on-the-job learning
• Encouraging creative leadership and peer-to-peer knowledge sharing

By using this framework, organizations can ensure that their talent development efforts remain relevant. Leadership development, in particular, benefits from ongoing measurement and adjustment, as leaders often gain years of experience through a blend of formal and informal learning.

Building a Culture of Continuous Improvement

Ultimately, the goal is to create a culture where learning is part of everyday work. When employees learn from real job experiences and share insights with others, the entire organization benefits. Regularly measuring progress and refining development solutions ensures that your learning model keeps pace with changing business needs and supports long-term performance improvement.