70-20-10 Development Plan Builder
Build a 70-20-10 development plan around one measurable growth goal, with on-the-job stretch work, coaching, and training tied to clear milestones. Use it to turn a course list into a tracked development outcome.
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Overview
The 70-20-10 Development Plan Builder is a goal template for turning a growth objective into a structured learning plan. It is built for situations where someone needs to develop a capability over time, such as leading meetings more effectively, improving stakeholder influence, or becoming proficient in a new process or tool. The template helps you define the development goal, the success criteria, the measurement method, the milestones, and the mix of experiences that will support progress.
Use it when the outcome matters more than the course list. The 70% portion captures stretch assignments, real work practice, and applied projects; the 20% portion captures coaching, mentoring, shadowing, and feedback; and the 10% portion captures formal training, reading, or certification. That structure keeps the plan grounded in behavior change and measurable progress, not just attendance.
Do not use it for goals that are purely operational tasks, one-off project plans, or performance goals that belong in a review cycle. It is also a poor fit when the person has no access to real work opportunities, no manager support, or no clear way to measure improvement. The template works best when the goal is specific, time-bound, and tied to a role-relevant capability that can be observed in practice.
Standards & compliance context
- Use the template to document development goals and support activities, not to replace formal performance management or compensation decisions.
- If the plan includes feedback or assessment data, keep it limited to authorized reviewers and follow your organization’s privacy rules.
- For regulated roles, align the formal learning and practice tasks with required training, supervision, and sign-off processes.
- If the goal touches safety, clinical, financial, or legal work, make sure the stretch assignment stays within approved scope and supervision limits.
- Keep the success criteria objective so the plan can be reviewed consistently and does not depend on subjective impressions alone.
General regulatory context for orientation only — verify current requirements with counsel or the relevant agency before relying on this template for compliance.
How to use this template
- 1. Define one outcome-shaped development goal and write the success criteria, measurement method, priority, weight, and due date before adding any learning activities.
- 2. Break the goal into milestones across the year or quarter so you can see what progress should look like at each checkpoint.
- 3. Assign the 70% experiences as real work assignments, stretch responsibilities, or practice opportunities that directly build the target capability.
- 4. Add the 20% support actions, such as coaching sessions, shadowing, peer feedback, or mentor check-ins, and name who will provide them.
- 5. Add the 10% formal learning items that fill a specific gap, then review the plan regularly and adjust the activities if the goal is not moving toward the success criteria.
Best practices
- Write the goal as an outcome, not an activity, so the plan measures growth instead of attendance.
- Keep the 70% portion tied to real work the person will actually do, because practice in context drives most development.
- Use one or two measurable success criteria that a manager can verify without guessing.
- Choose a measurement method that already exists, such as a project review, manager observation, customer feedback, or system report.
- Make the 20% support specific by naming the coach, mentor, or peer and the cadence of feedback.
- Limit the 10% learning to the smallest set of resources that directly supports the goal.
- Set milestones early enough to catch drift, not just at the end of the cycle.
- Match priority and weight to the business importance of the capability so the plan reflects what matters most.
What this template typically catches
Issues teams running this template most often surface in practice:
Common use cases
Frequently asked questions
What is this template for?
This template helps you build an individual development plan around one specific growth goal using the 70-20-10 model. It captures the outcome you want, the on-the-job experiences that drive most of the learning, the people who will coach or mentor, and the formal training that supports the goal. It is designed for development planning, not performance scoring.
When should I use a 70-20-10 development plan instead of a simple training plan?
Use it when the goal requires behavior change, new capability, or applied practice, not just course completion. A training plan is fine for a single class or certification, but this template is better when the person needs stretch assignments, feedback, and practice in real work. It keeps the plan tied to measurable progress instead of a list of learning activities.
Who should own and run this plan?
The employee and manager usually co-own it, with the manager approving the goal and helping assign stretch work. A mentor, coach, or subject matter expert can support the 20% learning portion, and HR or a people partner may review it for consistency. The person being developed should still be the primary driver of execution.
How often should the plan be reviewed?
Review it at least monthly, with a deeper check-in at each milestone. The plan should include quarterly checkpoints or another time-bound cadence so progress does not drift. If the goal is tied to a promotion, role change, or critical capability gap, more frequent reviews may be appropriate.
What kinds of goals fit this template?
It works best for development goals with a clear outcome, such as leading more effective meetings, improving stakeholder communication, or building proficiency in a new system or process. The goal should be measurable and time-bound, with success criteria that show observable change. It is less useful for vague aspirations like "be more strategic" unless you define specific behaviors and measures.
How do I make sure the 70, 20, and 10 parts are balanced correctly?
The 70% should be the largest share because real growth usually comes from applied work, not passive learning. The 20% should include coaching, shadowing, feedback, or peer practice that reinforces the goal. The 10% should be targeted formal learning that supports the work, not a long list of unrelated courses.
Can this template be customized for different roles or levels?
Yes. A manager development plan should emphasize delegation, feedback, and team leadership, while an individual contributor plan may focus on technical depth, communication, or cross-functional influence. You can also adjust the milestones, measurement method, and success criteria to match the role, seniority, and business context.
How does this compare with ad hoc development notes or a course wishlist?
Ad hoc notes often capture intentions but not execution, and a course wishlist usually overweights formal learning. This template forces the plan to define the target outcome, the practice opportunities, the support network, and the evidence of progress. That makes it easier to follow through and easier to review during check-ins.
What should I avoid when filling it out?
Avoid goals that are really tasks, such as "take leadership training," because the template should describe the development outcome, not the activity. Do not leave the success criteria vague or the milestones empty, or the plan becomes hard to review. Also avoid choosing training first and then trying to fit the goal around it.
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