Development Guides

Practical resources for creating and implementing individual development plans

Individual Development Plans

Individual Development Plans (IDPs) translate organizational frameworks and employee aspirations into concrete action. An effective IDP documents where an employee currently stands, where they want to go, and the specific steps they'll take to get there. IDPs bridge the gap between abstract competency models and daily development activities.

The structure of an IDP matters. Too rigid and it becomes bureaucratic paperwork. Too loose and it fails to drive action. The most effective IDPs balance structure with flexibility, providing clear components while allowing personalization to individual circumstances and learning styles.

Core IDP Components

Essential elements that make development plans actionable

Current State Assessment

The IDP begins with honest assessment of current capabilities. This typically draws from recent performance reviews, competency assessments, 360-degree feedback, and self-reflection. The assessment identifies both strengths to leverage and gaps to address.

Effective current state documentation is specific rather than general. Instead of "needs to improve communication," it might note "effectively presents to small technical audiences but requires development in simplifying complex information for executive stakeholders."

The assessment should acknowledge context. Capabilities demonstrated in one environment may not transfer directly to new contexts. An employee who excelled as an individual contributor may be developing their capabilities as a new people manager.

Development Goals

Development goals define what the employee aims to achieve through their IDP. Goals should connect to both organizational needs (competencies required for current or target roles) and employee aspirations (career directions they want to pursue).

Well-formed development goals are specific, measurable, and time-bound. "Develop leadership skills" is too vague. "Demonstrate project leadership by successfully leading cross-functional initiative from planning through delivery by Q3" provides clarity.

Most IDPs focus on two to four development goals. More than that and focus becomes diluted. Fewer may not provide sufficient growth challenge. The goals should represent meaningful stretches beyond current capability without being unrealistic.

Action Steps

Action steps break development goals into concrete activities. These might include formal learning (courses, certifications, conferences), experiential learning (stretch assignments, job rotations, special projects), social learning (mentorship, peer learning groups, shadowing), and self-directed learning (reading, online resources, reflection).

Each action step should specify what will be done, by when, and how progress will be measured. "Take a course on data analysis" becomes "Complete the Applied Data Analysis certificate through Coursera by June 30, demonstrating learning by applying techniques to Q2 reporting project."

Action steps should vary in type. Over-reliance on formal training misses the reality that most development happens through experience and relationships. A balanced IDP includes multiple learning modalities.

Support and Resources

This section identifies what the employee needs to execute their development plan. Support might include manager coaching, mentor assignment, budget for training or conferences, time allocation for development activities, or access to stretch opportunities.

Documenting required support makes development planning a two-way conversation. The employee commits to action steps, and the organization commits to providing enabling resources. This mutual commitment increases accountability on both sides.

Resource needs should be realistic and justified. Requesting every available development opportunity appears unfocused. Connecting specific resources to specific development goals demonstrates thoughtful planning.

Progress Measures

IDPs should define how progress will be evaluated. Some development goals have clear measures (completed certification, led successful project, received positive stakeholder feedback). Others require more nuanced assessment (demonstrated improved capability in performance review, successfully applied new skills in work context).

Progress measures serve multiple purposes. They help employees self-monitor, provide talking points for development check-ins with managers, and create accountability for completing planned activities. Measures should be defined upfront rather than after the fact.

Not all development shows immediate measurable results. Building a new capability often involves initial awkwardness before proficiency emerges. Progress measures should acknowledge learning curves and value effort alongside outcomes.

Review and Revision

IDPs are living documents that should be reviewed and updated regularly. Quarterly reviews allow assessment of progress, celebration of achievements, troubleshooting of obstacles, and adjustment of plans based on changing circumstances or priorities.

Review conversations between employee and manager focus on what's working, what's not, what support might help, and whether goals remain relevant. Sometimes organizational changes, role shifts, or personal circumstances require significant IDP revision.

The review cycle creates natural checkpoints for development conversations, ensuring they happen regularly rather than only during annual performance reviews. This ongoing dialogue keeps development active rather than letting it drift.

IDP Implementation Approaches

Practical strategies for making development planning effective

Manager-Employee Co-Creation

The most effective IDPs emerge from collaborative conversation rather than top-down assignment or bottom-up wish lists. The employee brings self-awareness of strengths, interests, and aspirations. The manager brings organizational perspective on capability needs, opportunities, and realistic pathways.

Co-creation typically involves the employee drafting an initial IDP based on their self-assessment and goals, followed by discussion with their manager to refine, prioritize, and align with organizational context. This process balances employee agency with managerial guidance.

Manager and employee collaborating on development plan

Integration with Performance Cycles

IDPs work when integrated into regular performance management rhythms. Many organizations create or update IDPs following performance reviews, using assessment outcomes to inform development priorities. Quarterly performance check-ins then include IDP progress review.

This integration ensures development doesn't become a separate track from performance but rather part of ongoing performance conversations. It also prevents IDPs from being created once and forgotten, as they're revisited at each performance touchpoint.

Some organizations separate development conversations from performance evaluation discussions to create psychological safety for employees to acknowledge growth areas without fear of assessment impact. Even with separation, the two processes should inform each other.

Template Standardization with Flexibility

Providing IDP templates creates consistency in approach while allowing customization to individual needs. Templates ensure core components are addressed (current state, goals, actions, resources, measures) while leaving room for personalization in content.

Templates might include prompts or examples to guide thinking. "What competencies do you want to develop?" helps employees frame goals. "Consider formal learning, stretch assignments, mentorship, and self-study" reminds them of different development modalities.

Digital templates in HR systems enable tracking and reporting while maintaining flexibility. However, the format matters less than the quality of thinking and conversation the IDP represents. A thoughtful IDP on a simple document beats a poorly considered plan in sophisticated software.

Manager Capability Building

Managers need skills and confidence to facilitate effective IDP conversations. Training should cover how to help employees assess their capabilities honestly, how to connect individual development to organizational needs, how to identify appropriate development opportunities, and how to provide ongoing coaching support.

Manager development might include workshops on IDP facilitation, providing sample conversations and talking points, creating peer learning opportunities where managers share approaches, and giving managers their own development plans that model the process.

Organizations should also clarify manager accountability for employee development. When development is seen as "nice to have" rather than core manager responsibility, it gets deprioritized. Including development effectiveness in manager performance expectations elevates its importance.

Common Implementation Challenges

Obstacles organizations encounter when implementing IDP systems and strategies for addressing them

Time Constraints

Both employees and managers cite lack of time as a primary barrier to development planning. Development feels like something to do "when things slow down," which rarely happens.

Addressing it: Integrate development into existing workflows rather than treating it as separate. Brief development conversations during regular one-on-ones, micro-learning during work time, and connecting development activities to current projects make development part of work rather than additional to it.

Compliance Mindset

When IDPs become mandatory HR process checkboxes, they lose developmental value. Employees and managers complete them to satisfy requirements without genuine engagement or follow-through.

Addressing it: Emphasize purpose over process. Help employees and managers understand how development planning serves their interests (career growth, team capability) rather than just organizational requirements. Share success stories of meaningful development outcomes.

Unrealistic Expectations

Some employees create development plans that exceed organizational capacity to support. Others set goals disconnected from realistic career pathways or organizational needs.

Addressing it: Manager coaching helps calibrate expectations. Transparent communication about available development resources, realistic timelines for capability building, and honest conversation about career opportunities prevents disappointment and disengagement.

Disconnect from Opportunities

IDPs identify development needs but employees struggle to find relevant opportunities. Training budgets are limited, stretch assignments go to the same people, and mentorship is informal rather than accessible.

Addressing it: Create development opportunity marketplaces where employees can discover options. Formalize stretch assignment processes so opportunities are visible and accessible. Build mentorship programs rather than relying on informal networks. Connect development goals to specific, available pathways.

Manager Capability Gaps

Not all managers are skilled development coaches. Some avoid development conversations due to discomfort or lack of knowledge about how to guide employee growth effectively.

Addressing it: Invest in manager development focused on coaching skills. Provide tools like conversation guides and question prompts. Create manager communities of practice for sharing approaches. Consider HR business partner support for managers who need additional coaching assistance.

Lack of Follow-Through

IDPs are created with good intentions but then forgotten. Without regular review and accountability, development plans become documents that exist but don't drive action.

Addressing it: Build review cycles into performance management calendars. Use technology reminders for check-ins. Include IDP progress in regular one-on-one agendas. Track completion rates and celebrate progress to reinforce the importance of follow-through.

Development Activity Examples

Concrete development actions that might appear in IDPs across different goals

Technical Skill Development

  • Complete certification program in relevant technical domain
  • Participate in technical community of practice or user group
  • Lead technical knowledge-sharing session for team
  • Contribute to open-source project to build practical experience
  • Shadow technical expert during complex problem-solving
  • Read and discuss technical publications with peer learning group
  • Apply new technique to current project with mentor support

Leadership Capability Building

  • Lead cross-functional project team through full project lifecycle
  • Participate in leadership development program cohort
  • Mentor junior team member through specific skill development
  • Present to senior leadership on team initiative or recommendation
  • Facilitate team retrospective or planning session
  • Represent team in organizational working group or committee
  • Develop and deliver training on area of expertise

Strategic Thinking Development

  • Participate in strategic planning process for department
  • Conduct competitive analysis or market research project
  • Shadow senior leader during strategic decision-making
  • Present strategic recommendation to leadership with supporting analysis
  • Join cross-functional team addressing organizational challenge
  • Study organizational strategy documents and discuss with mentor
  • Attend industry conference focused on strategic trends

Communication Skill Enhancement

  • Join public speaking organization to practice presentation skills
  • Volunteer to present at team meetings or departmental updates
  • Write articles or blog posts about work topics
  • Participate in executive communication workshop
  • Seek feedback on written communications from manager or peers
  • Practice difficult conversations with manager coaching
  • Lead client or stakeholder meetings with increasing complexity