People don't leave companies — people leave because of lack of growth opportunities. This is not just a quote, but a conclusion from a Deloitte study that showed: 94% of employees would stay longer with a company if they invested in their development. And if your organization hasn't yet embedded a working Personal Development Plan (PDP) into your processes, it's time to fix that.
PDP (Personal Development Plan) is a structured document that defines an employee's development goals, specific actions based on the proven 70-20-10 model, success measures, deadlines, and required budget. The document is tied both to the employee's career goals and performance review results, making it practical and results-oriented.
PDP is the most practical tool because it contains concrete actions, measurable results, and clear connection to work and business.
Five typical mistakes that kill a PDP
1. PDP is disconnected from business goals
HR creates a PDP as a standalone process, not linked to Performance Review and company goals. As a result, an employee develops skills the business doesn't need, and the PDP sits in a folder, providing no value.
2. Only trainings instead of the 70-20-10 model
A manager writes in only formal learning: "Take a course," "Read a book." Without workplace practice (70% of development) and mentoring (20%), real development doesn't happen.
3. No concrete success measures
Vague goals are written: "Develop leadership." It's impossible to track progress, and after a year, nobody knows if the employee developed or not. This undermines trust in the development system as a whole.
4. PDP created and forgotten
A plan is created once a year and never reviewed. There are no quarterly check-ins. PDP loses relevance after 2–3 months, and the employee becomes discouraged.
5. HR creates the PDP for the manager
Managers don't want to spend time, and HR takes all the work. The PDP doesn't reflect reality, the manager isn't involved, and the employee sees no support.
If your company has at least two of these mistakes, the PDP likely isn't working.
HR creates a PDP as a standalone process, not linked to Performance Review and company goals. As a result, an employee develops skills the business doesn't need, and the PDP sits in a folder, providing no value.
2. Only trainings instead of the 70-20-10 model
A manager writes in only formal learning: "Take a course," "Read a book." Without workplace practice (70% of development) and mentoring (20%), real development doesn't happen.
3. No concrete success measures
Vague goals are written: "Develop leadership." It's impossible to track progress, and after a year, nobody knows if the employee developed or not. This undermines trust in the development system as a whole.
4. PDP created and forgotten
A plan is created once a year and never reviewed. There are no quarterly check-ins. PDP loses relevance after 2–3 months, and the employee becomes discouraged.
5. HR creates the PDP for the manager
Managers don't want to spend time, and HR takes all the work. The PDP doesn't reflect reality, the manager isn't involved, and the employee sees no support.
If your company has at least two of these mistakes, the PDP likely isn't working.
The 70-20-10 Model: The Foundation of an Effective PDP
This research showed how people actually learn in practice. A large number of managers were interviewed in depth, and it turned out:
70% of skills are acquired through practice (on the job, in new projects, observing colleagues)
20% — through social interaction (mentoring, coaching, feedback, networking)
10% — through formal learning (trainings, courses, books, certifications, webinars)
This doesn't mean formal learning is unimportant. On the contrary, it serves as a foundation, a skeleton that structures the rest of development. But if you focus only on trainings, you'll lose a large part of the potential.
How to apply 70-20-10 in practice
When planning skill development, you need to plan all three components:
Formal Learning (10%):
Social Interaction (20%):
Workplace Practice (70%):
Practical example: when new recruiters needed to be trained quickly, three tools were used: detailed hiring guide (formal learning), 2–3 days of work "in the shadow" of an experienced recruiter (shadowing), and weekly feedback meetings. Within a week, new recruiters were ready to independently manage vacancies — the result of a simple but effective 70-20-10 model combination.
70% of skills are acquired through practice (on the job, in new projects, observing colleagues)
20% — through social interaction (mentoring, coaching, feedback, networking)
10% — through formal learning (trainings, courses, books, certifications, webinars)
This doesn't mean formal learning is unimportant. On the contrary, it serves as a foundation, a skeleton that structures the rest of development. But if you focus only on trainings, you'll lose a large part of the potential.
How to apply 70-20-10 in practice
When planning skill development, you need to plan all three components:
Formal Learning (10%):
- Trainings
- Conferences
- Books and articles
- Certifications
- Webinars
Social Interaction (20%):
- Mentoring program (regular communication with a more experienced employee)
- Coaching program (often the manager's role)
- Peering (exchange between employees at the same level)
- Feedback
- Networking
Workplace Practice (70%):
- New projects and tasks
- New role or position
- Shadowing (observing an experienced colleague) — one of the most powerful but often underestimated tools
- Participation in client meetings
- Demonstration of skills on real examples
Practical example: when new recruiters needed to be trained quickly, three tools were used: detailed hiring guide (formal learning), 2–3 days of work "in the shadow" of an experienced recruiter (shadowing), and weekly feedback meetings. Within a week, new recruiters were ready to independently manage vacancies — the result of a simple but effective 70-20-10 model combination.
Structure and elements of a quality PDP
A good PDP should contain:
1. Goal tied to business
Start not with a skill, but with a business goal. Example: "Increase sales by 15%" — this suits a sales manager better than just "develop needs identification."
2. Specific skill needed
In the example above, this could be "customer needs identification" — one of the key skills that impacts the result.
3. 70-20-10 with specific actions
70%: conduct 10 calls with new clients (all recorded in the system)
20%: participate in calls with a supervisor and receive feedback after each meeting
10%: take a needs identification training (certificate + $300 budget)
4. Measurable results
Each action should have a success metric. Not "develop skill" but "conduct 10 calls" or "get a 4+ rating from supervisor."
5. Deadlines and budget
When the result needs to be achieved and how much money is allocated.
6. Link to career goals
This is critical. The company can develop an employee in one direction, but they see themselves going in another. Without this dialogue, the company will waste money and the employee will move to a different role.
1. Goal tied to business
Start not with a skill, but with a business goal. Example: "Increase sales by 15%" — this suits a sales manager better than just "develop needs identification."
2. Specific skill needed
In the example above, this could be "customer needs identification" — one of the key skills that impacts the result.
3. 70-20-10 with specific actions
70%: conduct 10 calls with new clients (all recorded in the system)
20%: participate in calls with a supervisor and receive feedback after each meeting
10%: take a needs identification training (certificate + $300 budget)
4. Measurable results
Each action should have a success metric. Not "develop skill" but "conduct 10 calls" or "get a 4+ rating from supervisor."
5. Deadlines and budget
When the result needs to be achieved and how much money is allocated.
6. Link to career goals
This is critical. The company can develop an employee in one direction, but they see themselves going in another. Without this dialogue, the company will waste money and the employee will move to a different role.
When a PDP is needed
- New employee in a position (for onboarding and developing necessary skills)
- Based on Performance Review results
- Preparation for a promotion
- Participation in Succession Planning or Talent Pool (leadership pipeline)
- Transition to a new department or project
How to create a PDP: Step-by-step process
Step 1: Employee and manager dialogue
The manager should hold a meeting, not just provide a filled-in document. Discuss:
Step 2: Define development goals
Start with a business goal, then identify 2–3 key skills needed to achieve it.
Step 3: Plan actions using the 70-20-10 model
For each skill, plan:
Step 4: Set metrics and deadlines
Each action should be measurable and have deadlines.
Step 5: Quarterly reviews
Review the PDP at least quarterly. Update if plans change, track progress.
The manager should hold a meeting, not just provide a filled-in document. Discuss:
- Performance Review results
- Employee's career goals
- What needs to be developed to achieve these goals
- What support the company can provide
Step 2: Define development goals
Start with a business goal, then identify 2–3 key skills needed to achieve it.
Step 3: Plan actions using the 70-20-10 model
For each skill, plan:
- Workplace practice (70%)
- Mentoring or coaching (20%)
- Formal learning (10%)
Step 4: Set metrics and deadlines
Each action should be measurable and have deadlines.
Step 5: Quarterly reviews
Review the PDP at least quarterly. Update if plans change, track progress.
Roles and responsibilities
Employee:
Manager:
HR / L&D:
- Active participant in defining goals
- Executes PDP actions
- Initiates feedback meetings
Manager:
- Conducts PDP conversation
- Helps define goals tied to business
- Acts as coach and feedback source
- Controls and supports execution
HR / L&D:
- Creates template and structure
- Trains managers
- Tracks % of employees with active PDP
- Provides resources for learning and development
- Integrates PDP with leadership pipeline and Performance Review systems
PDP Structure Template
``` PERSONAL DEVELOPMENT PLAN
Employee: [Full Name] Manager: [Full Name] Period: [Start Date – End Date]
BUSINESS GOALS AND CAREER GOALS
·Business goal: [What the company needs to achieve]
·Employee's career goal: [Direction employee wants to develop]
SKILL TO DEVELOP #1: [Name]
Why important: [Explanation of connection to goals]
70% – Workplace Practice:
Action: [Specific action]
Success metric: [How to measure]
Deadline: [Date]
20% – Social Interaction:
Action: [Mentoring / coaching / feedback]
Success metric: [How to measure]
Deadline: [Date]
10% – Formal Learning:
Resource: [Course / book / training]
Success metric: [Certificate / completion]
Budget: [Amount]
Deadline: [Date]
SKILL TO DEVELOP #2: [Name]
[Follow structure above]
SUCCESS METRICS AND REVIEWS
Quarterly review:
Q1: [Date] – Progress and adjustments
Q2: [Date] – Progress and adjustments
Q3: [Date] – Progress and adjustments
Q4: [Date] – Final evaluation
SIGNATURES AND APPROVAL
Employee: __________ Date: __________ Manager: __________ Date: __________ ```
Employee: [Full Name] Manager: [Full Name] Period: [Start Date – End Date]
BUSINESS GOALS AND CAREER GOALS
·Business goal: [What the company needs to achieve]
·Employee's career goal: [Direction employee wants to develop]
SKILL TO DEVELOP #1: [Name]
Why important: [Explanation of connection to goals]
70% – Workplace Practice:
Action: [Specific action]
Success metric: [How to measure]
Deadline: [Date]
20% – Social Interaction:
Action: [Mentoring / coaching / feedback]
Success metric: [How to measure]
Deadline: [Date]
10% – Formal Learning:
Resource: [Course / book / training]
Success metric: [Certificate / completion]
Budget: [Amount]
Deadline: [Date]
SKILL TO DEVELOP #2: [Name]
[Follow structure above]
SUCCESS METRICS AND REVIEWS
Quarterly review:
Q1: [Date] – Progress and adjustments
Q2: [Date] – Progress and adjustments
Q3: [Date] – Progress and adjustments
Q4: [Date] – Final evaluation
SIGNATURES AND APPROVAL
Employee: __________ Date: __________ Manager: __________ Date: __________ ```
Example of completed PDP: Sales Executive
``` EMPLOYEE: Ivan Petrov MANAGER: Anna Sidorova PERIOD: 01.01.2026 – 31.12.2026
BUSINESS GOAL: Increase average deal size by 20% and improve deal closure rate from 40% to 55% CAREER GOAL: Preparation for Senior Account Manager role within 18 months
SKILL #1: CUSTOMER NEEDS IDENTIFICATION
70% – Workplace Practice:
·Conduct 10 meetings with new potential clients using the needs identification methodology
·All meetings must be documented in CRM with identified needs specified
·Deadline: 31.03.2026
20% – Mentoring:
·Weekly meetings with supervisor Peter (30 minutes)
·After each client meeting, receive feedback on needs identification quality
·Minimum rating after meetings: 4 out of 5 points
·Deadline: 30.06.2026
10% – Formal Learning:
·Online course "Consultative selling skills" on [platform name] (40 hours)
·Certificate upon course completion
·Budget: $250
·Deadline: 28.02.2026
SUCCESS METRICS: By end of Q2 – minimum 3 calls with 4+ rating, all meetings documented, course completed with certificate. ```
PDP Quality Checklist
Before approval, check:
[ ] PDP is linked to business goals and Performance Review
[ ] 2–3 key skills are identified (no more)
[ ] 70-20-10 model is planned for each skill
[ ] All actions are concrete and measurable
[ ] Realistic deadlines are set
[ ] Budget for trainings and resources is defined
[ ] Employee's career goals are reflected
[ ] Manager is involved and agrees
[ ] Employee sees the value in the PDP
[ ] Quarterly reviews are scheduled
[ ] PDP is linked to business goals and Performance Review
[ ] 2–3 key skills are identified (no more)
[ ] 70-20-10 model is planned for each skill
[ ] All actions are concrete and measurable
[ ] Realistic deadlines are set
[ ] Budget for trainings and resources is defined
[ ] Employee's career goals are reflected
[ ] Manager is involved and agrees
[ ] Employee sees the value in the PDP
[ ] Quarterly reviews are scheduled
Embed PDP in company rhythms
For a working PDP, you need a system:
Annual cycle:
January: Performance Review + create PDP for the year
April: Q1 review and adjustment
July: Q2 review and adjustment
October: Q3 review and adjustment
December: Final evaluation and preparation for new year
Manager training:
Managers should know how to create and track PDPs
Training on 70-20-10 model and dialogue technique
Scripts and examples for conducting meetings
Tools and libraries:
Unified PDP template for all
Development Actions library (100+ concrete actions for skill development)
Dashboard to track % of employees with active PDPs
Integration with Performance Management system
Annual cycle:
January: Performance Review + create PDP for the year
April: Q1 review and adjustment
July: Q2 review and adjustment
October: Q3 review and adjustment
December: Final evaluation and preparation for new year
Manager training:
Managers should know how to create and track PDPs
Training on 70-20-10 model and dialogue technique
Scripts and examples for conducting meetings
Tools and libraries:
Unified PDP template for all
Development Actions library (100+ concrete actions for skill development)
Dashboard to track % of employees with active PDPs
Integration with Performance Management system
After finishing the PDP Playbook course, you'll walk away with a tangible PDP for a real employee, structured around the 70-20-10 model, complete with concrete goals, success measures, and deadlines. This isn't just a theoretical "learning plan"; it's a practical tool for genuine people development!
