Rethinking the 70-20-10 Learning Model: Why Mentorship Is the Missing Multiplier

By Ashley Werhun

For decades, the 70-20-10 model has been the foundation of learning and development strategies. It states that 70 percent of learning comes from on-the-job experiences, 20 percent from social learning such as mentorship and peer exchange, and 10 percent from structured learning such as courses or certifications. It is a simple framework and it still resonates in boardrooms today. But in 2025, the way adults learn has shifted, and if I were designing a program for a company right now, I would take this model as a baseline but adapt it with what we know about how people actually learn and apply knowledge in real time.

The way adults learn today

Adults learn differently than students in a classroom. We do not accumulate knowledge just in case we might need it later. We are problem solvers first and foremost. When we encounter a challenge, our instinct is to search for information, get advice, and apply it right away. Learning science calls this just-in-time learning.

Think of how we cook. We do not usually take a twelve-week course before making dinner. We look up a recipe, try it, make adjustments, and learn through the act of doing. At work, the same process applies. A new challenge appears, we seek out context from a peer, a mentor, or even a quick online resource, and then we put it into practice immediately.

This shift means three things. First, context matters more than content. Second, trust is more important than authority. Third, speed is critical because our brains are wired to crave fast solutions that help us act in the moment.

Why companies misapply the model

Here is where my perspective may differ from how many companies operate. The 10 percent, which refers to courses and structured learning, often gets more focus because it is measurable. It is easy to track how many people finished a module or earned a certificate. The 20 percent, which represents mentorship, coaching, and peer learning, is often left to happen informally or without proper investment.

In practice, many organizations are flipping the model. They put the majority of their learning budget into the 10 percent while leaving the 20 percent underdeveloped. This is backwards. If anything, the 20 percent should be elevated because it enhances the other two parts of the model.

The deep connection between the 70 and the 20

One of the biggest misunderstandings is treating the three categories as separate buckets. In reality, the 70 and the 20 are tightly linked. When employees receive social learning through mentorship or peer guidance, they immediately take that knowledge into their on-the-job experiences. The 70 percent becomes the testing ground where the 20 percent is battle-tested and validated.

For example, an employee might get advice from a mentor about leading a client meeting. That advice is social learning, part of the 20 percent. The employee then applies it in a real client meeting, which is the 70 percent. The feedback loop reinforces learning because the advice is contextualized, acted upon, and reflected upon in real time.

In this sense, the 20 percent cannot be dismissed as a side dish. It is the amplifier that makes the 70 percent more powerful.

Mentorship as the multiplier

Employees today trust people more than institutions. When we want to know if a product is good, we go to a community forum rather than reading the official press release. The same principle applies at work. Policies, training documents, and formal learning modules have value, but employees put more weight on the knowledge that comes from peers, mentors, and coaches who have real experience and credibility.

This is why mentorship and peer groups should be considered central to any learning strategy. They not only transfer knowledge but also build trust and confidence. They accelerate problem-solving because advice from a trusted source is far more likely to be implemented. They also create a culture where learning feels human rather than transactional.

A modern blueprint for learning

If I were designing a program in 2025, this is how I would structure it.

70 percent On-the-job learning: Employees should be assigned stretch projects, cross-functional tasks, or shadowing opportunities. The work itself remains the most powerful teacher.

20 percent Mentorship, coaching, and peer groups: Create structured mentorship programs, group coaching sessions, and peer learning circles. Make this part of the culture, not an optional add-on.

10 percent Structured training: Use courses, workshops, and certifications strategically. They should support what employees are already doing and provide depth to the skills they are applying, not serve as the main source of learning.

Closing thought

The 70-20-10 model has lasted because it captures a fundamental truth. Most learning happens by doing. But in 2025, when learning is fast, problem-driven, and trust-based, the balance needs to shift.

If you want to help employees grow, give them meaningful projects that stretch their skills. Surround them with mentors and peers who provide guidance and context. Then use structured training to deepen and formalize what they are already practicing.

When you design learning this way, you are not just building capable employees. You are building connected, confident, and future-ready teams.