Making Learning Stick When Resources Are Tight: The 70:30 Principle

Making Learning Stick When Resources Are Tight: The 70:30 Principle

For many small organisations, learning and development can feel like a luxury reserved for bigger budgets and larger teams. When you’re running lean, promotions are few and formal training programmes can be out of reach. Yet the need for growth doesn’t disappear. In fact, it becomes even more critical. People want to feel they’re developing, stretching, and building skills that matter, regardless of the size of the organisation.

The challenge is clear: how do you create meaningful opportunities for development when resources are limited? The answer lies in reframing what learning looks like. Instead of focusing on costly courses or climbing ladders, SMEs can embed growth into everyday work. That’s where the 70:30 principle comes in, a practical, pared-back approach to development that prioritises experiential learning and shared knowledge over formal programmes.

This blog explores how small organisations can make learning stick, even without big budgets, by leaning into curiosity, stretch assignments, and peer-to-peer growth.

Why Development Matters Even Without Big Budgets

It’s tempting for small organisations to see learning and development as something to “get to later.” Once the team is bigger, once the budget allows, once growth feels more certain. But the reality is that development is one of the strongest levers for engagement and retention, especially in resource‑constrained environments.

When people feel they’re learning, they’re more likely to stay motivated, committed, and connected to the organisation’s purpose. Conversely, when growth stalls, disengagement and turnover quickly follow and replacing talent is far more costly than investing in their development.

Embedding learning into everyday work also reinforces culture. It signals that curiosity, adaptability, and shared knowledge are valued, regardless of hierarchy or budget. For SMEs, this is a powerful differentiator: you may not offer the biggest salaries or the fastest promotions, but you can offer an environment where people grow.

Development, then, isn’t a luxury. It’s a necessity for resilience, innovation, and long‑term sustainability and it doesn’t have to come with a hefty price tag.

The 70:30 Principle Explained

You may already be familiar with the traditional 70:20:10 model of learning:

• 70% of development comes from on‑the‑job experiences and stretch assignments.

• 20% comes from social learning (mentoring, coaching, peer feedback).

• 10% comes from formal training and courses.

For smaller organisations, this model can feel overly complex or unrealistic. Budgets rarely stretch to the “10%,” and structures don’t always support formal mentoring programmes. That’s why a simplified 70:30 principle works so well in lean environments.

Here, the focus is on 70% experiential learning - embedding growth into everyday work - and 30% social/formal learning through peer‑to‑peer knowledge sharing, coaching conversations, and accessible resources. It’s pragmatic, flexible, and designed to fit the realities of SMEs.

The beauty of this approach is that it reframes development as something continuous and embedded, rather than dependent on external spend. It shifts the emphasis from “training budgets” to curiosity, stretch, and shared expertise, all of which can thrive in small organisations.

Practical Ways to Apply the 70:30 Principle

The 70:30 principle only works if it’s translated into everyday practice. For small organisations, that means embedding growth into the flow of work and making learning accessible without heavy spend. Here are some practical approaches:

• On‑the‑job stretch: Assign projects that push people slightly beyond their comfort zone. Whether that’s leading a client meeting, owning a process improvement, or shadowing a senior colleague. These experiences build confidence and capability far faster than formal training.

• Peer learning: Create space for employees to share what they know. Lunch‑and‑learns, “teach what you know” sessions, or informal mentoring can unlock expertise already within the team.

• Micro‑learning: Encourage bite‑sized learning through curated articles, podcasts, or short videos. Free resources are abundant, and managers can help by signposting relevant content.

• Manager coaching: Equip managers to weave development into everyday conversations. A simple coaching question in a 1:1: “What skill would you like to stretch this month?”, can spark meaningful growth.

• Knowledge banks: Build an internal library of resources, guides, and tips contributed by employees. This not only supports learning but also reinforces a culture of collaboration.

These approaches don’t require budgets or complex structures. They rely on curiosity, shared expertise, and the willingness to embed learning into daily routines, exactly what smaller organisations can excel at.

Redefining Growth in Small Organisations

In smaller organisations, traditional career ladders are often short or non‑existent. There may be limited opportunities for formal promotions, and roles can remain broad rather than specialised. But that doesn’t mean growth is out of reach, it simply requires a different lens.

Growth can be about building skills, expanding visibility, and increasing ownership, rather than chasing job titles. For example:

• Leading initiatives: Giving someone responsibility for a project or process builds leadership capability without needing a new role.

• Cross‑functional exposure: Involving employees in different areas of the business broadens their perspective and skillset.

• External representation: Encouraging team members to attend industry events, contribute to thought leadership, or represent the organisation externally boosts confidence and credibility.

• System building: Allowing employees to design or improve internal processes develops problem‑solving and innovation skills.

By reframing growth in this way, small organisations can offer meaningful development that feels authentic and motivating. It shifts the narrative from climbing the ladder to expanding your impact, a powerful message for retention and engagement.

Building a DIY Learning Ecosystem

Formal programmes may be out of reach, but small organisations can still create a rich learning environment by making the most of what’s already available. A DIY learning ecosystem is about combining free resources, internal expertise, and collaborative habits to make growth part of everyday life.

Here are some practical ways to build it:

• Curated free platforms: Tap into resources like LinkedIn Learning trials, Coursera free courses, TED Talks, or industry podcasts. Managers can curate playlists or reading lists tailored to team needs.

• Internal knowledge‑sharing: Encourage employees to run short sessions on their areas of expertise; whether that’s a technical skill, a client insight, or a productivity hack.

• Community networks: Connect with local business groups, professional associations, or online communities where employees can learn and share experiences.

• Resource libraries: Build a simple shared folder or intranet space where articles, guides, and tips are collected and accessible to everyone.

• Inclusive access: Make sure opportunities are open to all, not just those who ask. This reinforces your DE&I and culture commitments by valuing diverse voices and perspectives.

By weaving together these elements, SMEs can create a learning ecosystem that feels organic, inclusive, and sustainable. It doesn’t require heavy investment. Just a commitment to curiosity and collaboration.

Conclusion: Making Learning Stick

For small organisations, learning and development doesn’t have to mean big budgets or complex programmes. By reframing growth through the 70:30 principle, you can embed development into everyday work, making it accessible, inclusive, and sustainable.

When employees stretch through projects, share knowledge with peers, and tap into free resources, they build skills that strengthen both themselves and the organisation. This approach not only supports engagement and retention, but also reinforces the culture you’ve been shaping; one where curiosity, collaboration, and adaptability are valued.

The key is to start small and stay consistent. Development isn’t a one‑off initiative; it’s a habit that sticks when leaders model it, celebrate it, and make it part of the rhythm of work.

So ask yourself: what stretch or shared learning opportunity could you create this month? The answer might be simpler, and more impactful, than you think.

Small organisations don’t need big budgets to grow. They need curiosity and the right support. If you’d like to discuss how Seed & Scale HR can help you build a practical learning culture, get in touch.