This paper presents a comprehensive procedural guide for creating and implementing Individual Development Plans (IDPs) in an organizational setting. It defines what an IDP is, outlines its objectives, and explains the conditions that trigger the IDP process—including promotion and identification of high-potential employees. The guide details the roles and responsibilities of line managers, employees, and the training and development department at each stage: preparation, the IDP meeting, and post-meeting follow-up. It also addresses developmental methods aligned with the 70:20:10 learning model and maps activities to specific leadership competencies, including managing change, managing risk, setting standards, and developing capability.
This guide is designed to assist line managers and their employees in taking the correct approach to creating an Individual Development Plan (IDP). The document provides a step-by-step guide aimed at supporting both the employee and the supervisor throughout the process. The IDP focuses on the needs and career aspirations of the employee, but should be considered a strategic tool — not only for the employee to realize their ambitions, but also for the employer, who will benefit from the implementation of the plan.
Not only will the employer benefit from the additional skills and knowledge employees gain and apply in the workplace, the provision of support and longer-term training development will also support motivation (Buchanan and Huczynski, 2011). Employees who feel that the employer cares about their development are more likely to be motivated, and the provision of training and development may also satisfy elements present in Maslow's hierarchy of needs (Buchanan and Huczynski, 2011; Maslow, 2014). Motivated employees are happier, more productive, and of increased value to an organisation (McGregor and Doshi, 2015). Therefore, the implementation and effective operation of an IDP program is beneficial to both the employee and the employer.
This document starts by defining what is meant by an IDP and its objectives, before moving on to the process — beginning with the point at which the need for an IDP is triggered and the preparation stages, through to the identification of training needs and the finalization of the plan.
An IDP is a career development plan created by the employee and their manager or supervisor, tailored to the individual employee's needs in the context of their current employment and workplace aspirations. While the focus of the IDP is the employee's desires and ambitions, this can be a win-win strategy for employers, as it facilitates a way in which employees may be developed — with their knowledge and skills improved in ways that will benefit the organisation. In many instances, the IDP will be tied to the employer's needs and the potential for career progression within the workplace. Notably, where there is the prospect of career development, there is likely to be a lower level of attrition, as employees know they do not need to move employers in order to gain promotional recognition (Fertman, 2015). Therefore, the IDP is primarily a career planning tool, but may also be seen as a supportive and strategic tool for both the employer and the employee.
The IDP requires the employee to consider their career goals and aspirations, defining and quantifying them, and agreeing on a development plan with their supervisor. The main aim is to ensure that the employee is able to maintain their current level of job proficiency, and secondly to facilitate career improvement. From the perspective of the employer, the IDP also provides support for the attainment of organisational goals.
The aim of the IDP is to form the basis of actions to be undertaken jointly by the employee and employer to aid the employee in achieving their career plan goals. The IDP covers three component areas that guide the entire process:
1. Responsibility: Identifying the areas of responsibility the employee will need to develop in order to move forward with the IDP. This means assessing and defining the skills and knowledge needed to hold and execute the relevant responsibilities.
2. Development activities: To develop the knowledge and skills needed, the employee will need to undertake relevant activities in order to acquire that knowledge and those skills. For each responsibility area identified, one or more activities will be identified so the employee may achieve the required competency.
3. Timescale and developmental stages: The responsibility and developmental activities will be specific, but without a timeline their implementation becomes ambiguous. Therefore, the third main component will be a timeline with specific dates or time periods for each developmental activity, in addition to the identification of interim stages to be traversed. This will allow for dates to be recorded following the attainment of each competency.
The initial IDP development may be triggered by a number of events. IDP creation may also be tied into the appraisal review process and any other internal career development systems that are in place. The two main triggers are: the point at which an employee is promoted into a management position, and the identification of an employee with high potential.
The point at which an employee is promoted into their first management position should trigger the creation of an IDP, if one does not already exist. The initial meeting introducing the IDP will take place at the point of promotion. Where an employee is recruited into the firm into a management position — or a management training position, such as through a graduate program — the IDP will be created for that individual following satisfactory completion of the probationary period. This delay is implemented to allow the new recruit to settle into the culture of the firm and assess their own potential within the organisation. The delay until the end of the probationary period also allows the immediate supervisor to get to know the employee, their skills, and their abilities, which will aid in IDP development, as well as avoiding waste in situations where the probationary period is not successfully completed.
An individual may be identified as a high-potential employee in several ways — through the performance review process, or through observation of the employee's performance and potential. When an employee is noted as having potential, a discussion should take place with that employee to assess their interests. In this situation, the IDP should be undertaken as part of a performance review, as the review itself provides the basis for assessing existing levels of skills and knowledge utilised in the workplace, and provides a natural context in which the discussion may be expanded into future planning.
However, since the process requires input from the employee regarding their own views about the future — which are best considered carefully — the discussion regarding the creation of an IDP should be addressed prior to the performance review. For an optimal outcome, the IDP should be created, formalised, and accepted by both parties within a couple of weeks of the appraisal taking place.
"Step-by-step IDP creation and review process"
"Manager, employee, and T&D department responsibilities"
"Learning model and methods for employee development"
"Competency strands and linked developmental activities"
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