An individual development plan (IDP) is a tool that helps facilitate employee development. The benefits of IDPs are:
- They are a commitment between the employee and manager on what the employee is going to do to grow and what the manager will do to support the employee.
- They are a catalyst for dialog and idea sharing.
- When something is put in writing, it’s more likely to get done.
- They provide a framework for how to develop.
This version is written from the manager’s perspective. For the employee’s perspective, see “The Individual Development Plan and Discussion: The Employee’s Viewpoint.”
Preparation
If
you’re going to help someone else write an IDP, I’d strongly recommend
that you have current one yourself. Otherwise, you could come across as a
hypocrite (“It’s good for you, but I don’t need one”). Showing
your employee your own plan, or referencing your own IDP is being a
good role model and sends a message that development is for everyone.
Most organizations will have some kind of IDP form to fill in, or an
online version, with instructions. The employee should fill in the form
themselves first, but the manager should also review the form in
preparation for the discussion with the employee.
IDPs usually consist of the following:
1.
Career goals (development can be for the current job and/or for future
potential roles). This answers the question “Development for what
purpose?” To get better in the current job? This is the time to have a
career discussion with the employee, to find out what they aspire to –
some other job, either a promotion or lateral move, or if are they
satisfied with where they are currently. It’s also a chance to provide feedback on
if the employee’s career goals are realistic, or to offer additional
suggestions. Good development plans often address both the current job
and at least two potential future roles.
2. An assessment of top
strengths and development needs (often selected from a list of
competencies or from performance review criteria).
While the
employee will do their own self-assessment, this is the time to provide
your own assessment of the employee’s strengths and development needs.
These may be areas that were identified in a performance appraisal, a
360 leadership assessment, or feedback from others.
Don’t
forget to take the opportunity to recognize and reinforce strengths.
Strengths will often be enhanced and also be leveraged in order to
address development needs.
3. Development goals. A brief development goal for each development need. For example, “Improve listening skills,” or “Learn how to lead a product team.”
4. Action plans to address each development goal.
Here are the most common development actions, listed in order of developmental impact:
1. Move to a new job.
2. Take on a challenging assignment within your current job.
3. Learn from someone else (your manager, a coach, a subject matter expert or role model).
4. Get educated on the topic: take a course, read up on the topic.
5.
A section for follow-up dates, status updates, and signatures. Select
dates, costs, and who’s responsible for what. This part will be filled
out during the discussion. The dates will help each of you keep your
commitments. Any costs should be approved or not.
The discussion with your employee
Schedule
an hour with your employee to discuss. Allow the employee to lead the
discussion and go through each section of the plan.
Listen to the
employee, ask questions for clarification, probe to find out the reasons
why the employee chose a goal, and offer your own development goal if
you think the employee missed a critical goal.
Here are some additional dos and don’ts:
DO:
- Ask yourself, “Is it really worth it?” before you add your comments.
- Provide clarification or additional feedback.
- Provide additional development ideas.
- Offer to open doors and make connections.
- Be supportive, encouraging.
- Be available for follow-up, keep your commitments.
DON’T:
- Treat this like a performance review.
- Be a know-it-all.
- Insist on all of your own ideas.
- Talk about yourself.
- Be vague when asked for clarification.
- Chicken out and sugar-coat development needs.
When
you come to an agreement on your goals and plans, decide and agree on
completion dates and follow-up dates. Sign the form, with copies for
both of you. By both of you signing the plan, it’s a symbolic two-way
commitment.
Support the employee’s implementation of the plan, keep your commitments, and follow-up often
Your
follow-up discussions with your employee will help your employee
reflect on what they learned, and the two of you will assess progress
and come up with any modifications to the plan.
The IDP should be a “living document”, and a catalyst for ongoing discussions about your employee’s development.
source: about.com
