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Compose Ypres examples. How to create your own personal development plan. Synchronization with company strategy

It is possible to interest employees and increase their motivation not only with money, but also by giving them the opportunity to realize their need for self-development. For these purposes, individual development plans (IDPs) are drawn up.

What is an individual employee development plan

An individual employee development plan is a list of activities to improve the employee's work efficiency and professional growth.

This plan is prepared taking into account the needs of both the company and the employee and shows the expected stages of career development.

It should be noted that the Individual Development Plan is also an element non-material motivation; increases loyalty and quality of work performed.

The plan may contain not only an increase in the level of knowledge, but also set the task of carrying out any special projects.

What should an example of an individual development plan for an employee contain?

An individual development plan, as a rule, contains a list of development activities. Depending on the field of activity of the company, its scale, this list can be very diverse and, among other things, may include:

training (both in the company and external), independent;
participation in projects where an employee can gain valuable experience;
staff rotation;
mentoring, mentoring and coaching;
internships;
performance of additional tasks, roles, assignments;
obligatory and optional certification.

Development plans, as a rule, do not include tasks related to the achievement of certain KPIs or targets (this is for, for example, performance plans).

Planning timeline:

For beginners, plans are usually set for six months, for those already working for a year. For HiPO (employees with high potential) it can be 3-5 years.

Ideally, in the provision on staff training (or other document) it should be written as steps career ladder and criteria for assessing professional knowledge and skills. Thus, employees with a manager can assess current competencies and what needs to be developed to reach the next career step.

It is worth noting that the development of an employee can go not only vertically, but also horizontally.

How to create an individual employee development plan

The IPR is compiled in stages.

The preparatory stage involves the assessment of the current competencies of the employee.
Determination of priorities for employee development in accordance with the goals of the company.
Drawing up a table with agreed development priorities, a list of development activities. The ways and terms of development of competencies are indicated. their periodicity.
Coordination of the plan with the manager or other decision maker (decision maker).

When drawing up a sample development plan and a specific instance, do not forget about the rule “from simple to complex”, learning activities must be consistent.

Universal sample of an individual employee development plan

IPR is usually quite versatile. It contains instructions about a specific employee (let's say full name and position, division) and the main points themselves

Development priorities (or goals)
Terms of achievement
Performance results - here the degree of achievement of the tasks assigned to the employee is assessed. Evaluation can be a leader, and independent.
Specific recommendations for achieving goals

It should be noted that the plan individual development can be compiled not only manually, but also using a special software(cat. can automate the entire process of staff training, personnel reserve, calculation of training costs, etc.).

An individual development plan, an example of which we will consider below, is a tool with which an employee purposefully and systematically develops himself the right qualities and skills. The IDP itself is a specific document that specifies specific development goals and specific actions that can be used to achieve them.

Company benefit

That is why most modern companies Each employee has an individual development plan. An example of such a document will be presented below. With its help, you can perform several tasks at once:

the employee begins to more systematically and purposefully engage in his development;
coordination of work and development goals is ensured;
there are opportunities for control and self-control;
specific and general ideas of self-development are transferred to the level of performing specific actions;
analysis of their strengths and weaknesses.

In the vast majority of cases, IPR is used big companies as a tool for self-development of managers working in the personnel reserve. But this does not mean that it is ineffective as an independent technique, since, if used correctly, it plays a very important role in improving the work of staff.

Benefits for employees

For an employee, the example of which he receives in his hands is beneficial in the following:

it allows timely preparation for any new projects, positions or upcoming changes in the organization;
self-organization is ensured, since with the presence of an IPR it is much easier to introduce any actions and events into your work or life plans that help achieve specific goals;
priorities are highlighted and accents are placed that need to be paid attention to in the process of development and training.

Due to the systematic use of IPR, it is possible to determine the managerial potential of the company, as well as to predict the main opportunities for its further development. Also, more experienced employees are involved in monitoring the development and training processes. Knowing an individual development plan, an example of which is given to each manager, the company can engage in a more accurate implementation of the personnel policy.

Among other things, with the help of IPR, the direction of the efforts used within the company's strategy is ensured. By participating in the preparation of the IWP using internal and external consultants, the company provides assistance to managers in prioritizing and emphasizing during training and development in accordance with the chosen tactics.

How to compose it?

To ensure a real effect, using an individual development plan, an example of it should be a competent specialist with experience and skills in carrying out such work. Basically, the compilation includes three main stages.

Training

The employee is engaged in studying the report on the results of the assessment (if it was carried out), after which he receives and studies the main recommendations related to development from the manager, independently determines development priorities, and, if necessary, consults with internal or external consultants. What to do if you can’t draw up a personal development plan on your own? An example of such a document can be suggested by a development and training specialist who is present on the staff of most large organizations.

Drafting

The employee fills in the table, indicating the priorities of his own development there, and also draws up a development action map, which clearly indicates when and how he will develop the necessary skills.

Coordination

The consultant or manager reviews each individual employee development plan. Examples of such a document are widely available, so it will not be difficult for an employee to compile it on their own. After that, the authorized person, if necessary, makes the necessary changes.

Statement

A completed individual development plan for an employee, examples of which can be found in specialized printed publications, agreed with consultants, is sent to managers or representatives of the HR department for final approval.

Development areas

Among the main areas of development in the IDP, the following are often indicated:

Development of skills in the workplace. The employee is engaged in various changes in the process of work, which can contribute to the improvement of his competence.
Completion of special tasks or projects. After an individual employee development plan has been drawn up (example above), the employee is entrusted with the implementation of a project that requires an increased level of competence from him.
Learning from the experiences of others. More competent employees are monitored, after which a new individual specialist development plan is completed. An example of filling can also be suggested by more experienced colleagues.
Search feedback. Employee discussing with subordinates and colleagues own work considering it from the point of view of its competence.
Self-learning. An in-depth analysis of their work is carried out, after which the employee independently looks for some more effective solutions that could improve his work in the company.
Trainings. The person takes part in various training programs.

Thus, this tool is universal. Some people even draw up an individual plan for the development and life of the child. An example of such a document will be prompted by psychologists, doctors and many other specialists.

What should an example include?

IPR often includes a specific list of activities necessary to develop specific skills in a specialist. Depending on the field of activity of a particular organization and its scale, such a list can be extremely diverse and, among other data, include the following:

direct learning new skills in your organization, as well as obtaining them outside of it;
participation in any projects where the employee can gain valuable experience;
staff rotation;
conducting an internship;
mentoring, mentoring and coaching;
performing any additional assignments, tasks and roles;
passing optional or mandatory certification.

In the overwhelming majority of cases, development plans do not include any tasks that relate to the achievement of specific KPIs or specific targets.

Timing

For newcomers, in the vast majority of cases, it is customary to set plans for a period of approximately six months, and for already working employees, this time period can be up to a year. For HiPOs or high-potential employees, such a plan can be drawn up immediately for a period of three to five years.

In the best case, the provision on staff training or some other document should include not only the steps of the career ladder, but also the criteria by which the professional skills and knowledge of a specialist are assessed. Thus, employees, together with the manager, can assess their current competencies and determine what needs to be developed to achieve the next career step.

Development of civil servants

In practice, it has been repeatedly proven that the use of IPR in government structures is an integral element of managing and improving the work of staff. By using this instrument a significant increase in the professional level of a specialist is ensured, which is important not only for the employee himself, but also for the state department in which he works.

An individual development plan for a specialist, an example of which you can see in the article, is a document that describes the main development goals and a specific list of actions necessary for civil servants to perform. At the same time, the coordination and approval of such documents is somewhat different from the above procedure.

How are they composed?

To begin with, an example of an individual development plan for a manager or employee is drawn up. In accordance with the job regulations, it should be developed for approximately three years.

If a person, then the plan of individual development indicated by him passes the approval. This procedure is carried out by the management of the organization for three months after the official was appointed to his position.

When an individual plan of a civil servant is drawn up (an example of a document is available at any enterprise), it should include the following characteristics of a person:

education;
work experience in their profession;
quality of knowledge, skills and abilities;
personal aspirations.

This is only the main list of information that is taken into account when compiling this document. Individual development plans for civil servants, an example of one of which is given in the article, includes an indication and duration of receipt additional education, as well as its main direction and expected effect.

How are they approved?

The approval of such documents is carried out by the heads of bodies or individual divisions depending on the category to which a particular civil servant belongs.

The IPR is compiled in duplicate, with one of the forms sent to the employee's personal file, while the second is given to him in his hands. That is why, when an individual development plan is drawn up, an example of filling out must be mandatory so that you do not make any mistakes, and the damaged document is not entered in your personal file.

In order for an employee’s dreams of any titles, scientific degrees or internships abroad to become more real, he must, under the strict guidance of his immediate superior, draw up own plan development over the next three years. Therefore, you can always motivate your employees with potential development within the company, constantly showing that they still have room to grow.

What does it include?

An example of an individual plan for the professional development of a civil servant is primarily specific list measures aimed at the managerial and professional qualities of the employee. The main types of such events are as follows:

Educational. They are aimed at ensuring that the employee receives some new knowledge that may be useful to him in the performance of his immediate duties.
Developing. They are used to improve a person in his professional field and acquire new skills. Thanks to such events, the employee covers new horizons of his work and can perform a wider range of tasks.
Fixing. Activities designed to practice skills that an employee already has or has recently acquired.

It should be noted right away that examples of an individual development plan for an employee in terms of competencies should be drawn up separately for each specialist, since the main task of this document is to determine personal discrepancies between what level an official has at the moment and what is needed from him in higher positions .

The basis for compiling the IPR includes a number of evaluation procedures, which also include a personal interview of the boss with the employee himself. In each individual case, its imprint is also imposed by the specifics of the activity of a civil servant, as well as the position he holds.

What do you need to know?

In the standard form of filling in, the individual development plan includes three main elements that the civil servant will develop: skills, knowledge and skills. The tools that will be used in the process of implementing the personal development plan drawn up can have an extremely wide range, and its list directly depends on the results of the assessment of the abilities of a particular specialist.

Quite often, individual professional development plans include attending various external or internal trainings aimed at professional development, as well as all kinds of tasks that are mainly managerial in nature. As a separate item, the main elements of internships are indicated, as well as the level of complexity of official tasks delegated to this official. Basically, they are much more complex than those that they met in the performance of standard duties.

Main aspects of compilation

In the process of drawing up an individual plan, not only the education of the employee and his personal goals are taken into account, but also the tasks of the corresponding structural unit. In other words, the knowledge that the employee is going to receive should be related to his performance. It should be noted that a civil servant has the opportunity to receive additional vocational education not only with a partial separation for up to three working days a week, but even with a certain complete separation from the performance of their immediate duties.

As the main areas of additional professional education, the following can be indicated:

legal;
managerial;
planning and financial;
organizational and economic;
linguistic;
information and analytical.

And all this is only the main list of areas that can be included in the individual plan of an official. For example, some professionals may indicate in their plan the need to learn a foreign language, and this is indeed required by most of them. There are a number of other activities planned to Professional Development civil servants, including the following:

postgraduate education;
higher education;
participation in symposiums, scientific and practical conferences, round tables and other events.

Among other things, today the desire for self-development is highly welcomed, which also needs to be taken into account.

The personnel service of a particular department develops an example of an individual development plan for a manager. Every year it should be engaged in the formation of applications for training for civil servants within the available state order for advanced training, internships or professional retraining. At the same time, it may indicate that, for example, he has courses of study scheduled for the spring of English language, in the summer he will give a report at a specialized scientific conference on law, and in the fall he needs to go to Foggy Albion to attend a training related to effective management staff. It is worth noting that in this case, the civil servant does not spend anything to obtain the necessary knowledge, and attendance at such events is fully paid from the state treasury.

The staff is the only resource for the success of the company. For this reason, the most reasonable choice of managers will be to invest in its development. Following this principle, many prefer one-time and high-profile trainings, but one-time training gives a one-time effect. Therefore, all eminent companies, be it Apple or Samsung, choose the systematic development of personnel, working out development programs for years to come. They know for sure that an enterprise that knows how to train the specialists it needs, who fully meet the requirements, will be difficult to break.

In this article, we will talk about the pillars on which personnel development management programs are built. Having understood this information, each HR specialist or manager will be able to prepare a powerful tool effective work with employees.

1. Synchronization with company strategy

You can find many beautifully designed, large and detailed employee development programs. But in practice, they do not work if they do not take into account the business strategy. When using such programs, the result does not live up to expectations, and sometimes simply disappoints.

Employees and even line managers often have difficulty understanding what strategic goals are set for the development of the company. From that they are like a swan, cancer and pike pull the organization in different directions. Synchronization of the personnel development strategy and the enterprise development strategy is where laying the foundation for a successful program begins.

Therefore, the very first step is to determine (for managers) the vector of the company's development in order to integrate the development of the team into it.

The development movement can be different, for example, in a sales company there are often strategies for:

- development of a new market;
— expansion of distribution channels;
— cost optimization;
— reduction of the percentage of failures;
— strengthening the position in the direction big deals;
- reducing turnover or attracting new specialists;
— strengthening long-term relationships with customers;
- increase in turnover or profit by a certain number of percent;
— increasing competitiveness;
- much more.

It doesn't matter which company development strategy is the key for the future, it is important to think about how the personnel development program can support it and help promote it at the right time and in the right place.

2. Choosing the direction of the personnel development program

Having understood strategic goals companies can safely determine what issues need to be addressed in order to redirect staff in the right direction.
There can be a lot of options, but the main thing is that this issue should be connected precisely with the strategy of the organization.

Top problems that most enterprises undertake to solve:

The need to expand staff and prepare a personnel reserve.
When specialists work successfully and efficiently for some time, sooner or later they face a choice: develop in this company or go to the labor market in search of development. In order not to lose a valuable resource, it is necessary to think over their career or linear growth. This approach has long been successfully used in McDonald's. All managers grow from ordinary specialists, so they know exactly the key to success in each position, which makes it possible to make the right management decisions.

Decreased frame uniqueness.
For every key position, it is important to grow hot replacements in order to be ready for various twists of fate. Only in this case, the loss of managers does not seem much on the results of the units entrusted to them.

Saving or creating corporate culture.
Even if the enterprise has grown highly qualified specialists who achieve results and earn good money, they can scatter like water spreads through fingers. The reason for everything is the lack of a corporate culture and, as a result, the value of what the company gives. The consequences can be disloyal and “wrong” behavior, squabbles, fragmentation in thinking. As a result, no matter how much the company gives, they will constantly devalue it and demand more. It takes years to form corporate values, standards and implement a corporate culture, but it's worth it.

Training of new employees.
This issue is especially popular when it is planned to open a new line of business or simply sales. It is also relevant to maintain current turnover, because, one way or another, a company loses a certain percentage of employees over the year. And the most painless way out of these situations will be advance training. This helps to slowly choose the right specialist, to have time to instill all the values and train within the company.

Saving knowledge.
A company takes a big risk if it develops valuable skills and builds important knowledge only one employee. If he decides to say goodbye to the employer, then the development of the direction can be started from scratch. This strategy includes a program of transfer of experience, technologization of processes, rotation of personnel and the creation of instructions so that they can be easily reproduced by other people to achieve results.

Reducing the duration of transactions.
This indicator depends on:
- Adaptation of beginners: who likes to reach the first results for months?
- Return on investment in personnel: specialists will be able to do more in less time.
— Efficiency of business processes: downtime will be excluded in work.

If the program is compiled by HR, then in order to more accurately determine the key problems, it is necessary to consult with representatives of the departments with the help of which the strategy is to be implemented.

3. Identification of the need for staff development

Employees working at the enterprise have different levels of knowledge, competencies, skills, and have different potential. For the program to work effectively, it is necessary to determine the level of development and potential of each employee at this moment time.

This will allow:
make more winning bets on the direction of development of a particular specialist;
more precisely define ;
more thoughtful approach to the calculation of the cost of investments.

1 level. As a rule, these are newcomers to the company or old people who have received new position. Both those and others have started development of activity recently.

They are characterized by high motivation and desire to act. At the same time, they do not know much about the specifics. new activity are fully aware of this and act insecurely as a result. Awareness allows you to quickly absorb and apply new information. When a person managed to achieve the first results, he gradually moves to the second level.

2nd level. Such employees can already be called middle peasants. They have the first experience (both negative and positive), but do not understand how to make the result stable. From this, the motivation of the middle peasants tends to zero.

It is important for management to understand that during this period the employee will either understand the essence and move on, or leave the company. Therefore, the middle peasants need to be given maximum support, to point out the right path, to help them realize what actions positively and negatively affect the result. When the results stabilize, and the specialist works without failures for 3 to 6 months, fulfilling the plans, he moves to the next level.

3rd level. Motivation returns, the employee is satisfied with his result and can exceed the set plans.

He feels confident in his work, knows how to reach the goal, he has a fully built interaction with colleagues. It is important to understand that at the third level, the specialist stops developing, because. he has already done his best, studied all the subtleties of the craft in order to realize himself in this position. Often at this level there is a "star fever" and there is a feeling of comfort. From this level, it is quite difficult to transfer an employee further, because. this will force him to go out of his comfort zone again. But if you do not push a colleague to the next step, then soon he will become bored with the well-known activity, he will feel like an unrecognized genius and will begin to think about leaving.

4th level. Stage of transition to a leadership position.

A specialist can be entrusted with the management of a small project, transferred to another position (in the case of linear growth), or made a mentor so that he can pass on his skills. Whatever direction of development is chosen next, it will be a new role for the employee and he will return to the first level again, starting to comprehend all the subtleties and fill the bumps.

Each worker gradually goes through the levels of development, and if he lingers on any of the bottoms for too long, then:

- HE is inefficient and it is time to fire him for failure to achieve goals and plans (in the event that he cannot stabilize the result or simply understand the specifics of the activity);
- YOU did not promptly push to further development, he is bored and ready to quit (in the event that all indicators are achieved, but the specialist is still deprived of the opportunity to move and develop further).

In order to effectively build development work, it is important to take into account these levels, because on each of them, a specialist needs different approaches to training, control, detailing, motivation, or, simply, management.

It is impossible to manage development if you do not follow the indicators and set reference points. When there are about 100 people in the company, it is already difficult to keep track of everyone.

To address this issue, many companies successfully use the skills matrix. It can be maintained individually for each employee or general for departments.

The matrix shows:
what skills and abilities are required to function in the position,
What level of mastery of these skills do employees currently have.

In order for it to help draw up an employee development plan, you must:

1. Prepare a table in which indicate the employees of the department vertically, and horizontally.

The list of competencies can be taken from the job description, but then be sure to check it with the head of the department so that he crosses out irrelevant details and highlights key factors success.

2. Ask employees to rate themselves on this matrix. You can choose a simplified model, and mark with an “X” the available skills, and “0” the missing ones. An improved model that reflects the level of mastery of a particular skill will be more visual.
For example, 0 means no knowledge, and 3 means the employee can teach this skill to colleagues.

3. The manager assesses the skills of all employees of the unit so that he corrects the real picture of what is happening and can draw conclusions for himself about the self-assessment of subordinates.

4. Draw up an individual development plan and plan training based on this matrix. To do this, it is necessary to prioritize what is important to teach in the first place, then unite people into groups: who needs specific knowledge and who owns it so much that they can teach.

5. Constantly update the matrix by periodically monitoring knowledge.

4. Drawing up an enterprise curriculum

Personnel development plan at the enterprise must be holistic, all activities are planned and interconnected.

Understanding what layer of tasks will have to be solved individually for employees to implement the strategy of business owners, it remains to form on the basis of it. To do this, it is necessary to plan the sequence and frequency of training of the formed groups of employees, to decide on the form and lecturers.

Motivation for learning
To achieve the goal of leadership, one training plan is not enough. To work effectively according to this plan, employees must be motivated to develop. The very fact of training is not attractive to anyone, the most important incentive is what the training will give, how it will help in achieving the personal goal of the employee.

After all, what will people fight for without sparing themselves? Only for what they really want. It remains to understand what people want in order to tie a development program to this.

Development meetings
Most effective tool growth and development of employees is the systematic holding of individual development meetings. At such meetings, they analyze the goals that he would like to achieve within the enterprise (professional or career growth, increase in earnings, etc.), jointly analyze the skills matrix and development plan, explaining how following these plans will help to achieve the goal faster.

For example, a seller wants to purchase his own home in order to become self-reliant. At the meeting, you evaluate what is needed to achieve this goal:
1. Have a down payment.
2. Maintain a certain level of income in order for the bank to approve the mortgage.
3. Make stocks of funds to complete the transaction and meet the needs of primary improvement.

As a result of the analysis, you have the amount to be earned in a year and the level of monthly income to be achieved. It remains for you to determine what is currently lacking for the employee to achieve this goal. Suppose this seller need to increase the number of monthly sales. The next step is an assessment on the skills matrix: what failures prevent the implementation of this plan. Next, the manager is left to present an individual development plan. Thus, the specialist will be seriously ignited by this plan and will work it out with maximum efficiency.

The same is important to do with ambitious careerists. In any case, the enterprise needs personnel reserve managers, not to mention the opening of new business lines, for which a high-quality managerial staff is also important. Having sorted out the matrix with a careerist and determining what he lacks for further growth in the position, you can easily provide stable motivation and prepare a potential manager.

To develop the potential of people in an organization, it is important to make personnel career planning as transparent as possible. Having a holistic picture of their growth prospects, employees show themselves more responsibly and efficiently, striving to meet the criteria known in advance and realizing that they are ready to invest in them.

Development meetings should be held periodically to keep staff motivated. At repeated meetings, the manager and the subordinate discuss how far they have progressed in the planned plan, discuss what needs to be emphasized and determine further short-term goals. It is important to include such meetings in the personnel development management program and monitor the frequency of their holding.

5. Analysis of the effectiveness of the development program

How to evaluate how much the chosen development program has brought the company closer to the target indicators? To do this, it is important to think over a system for evaluating the effectiveness of the program.

6. Organization of mentoring work

Based on the skills matrix, identify employees with the necessary knowledge and experience.
Analyze the potential and individual goals of each potential mentor from the resulting list. Perhaps some of them do not want to develop towards management at all, such people will have to be deleted from the candidates.
Assess the necessary training for mentoring: describe the tasks, choose the forms of work (for example, talks, seminars or on-the-job training).
Prepare a list of employees who need mentoring (the Skills Analysis Matrix will also help with this).
Draw up a general plan for the work of mentors (indicate mentors, mentors themselves, forms of training, terms, curators).
Form an individual work plan for mentors, prescribe in it the employees assigned to them and the types of work with them, as well as the deadlines for implementation.
Assess the relevance of the previously chosen (in paragraph 5) method for evaluating the effectiveness of work for this group of specialists, if necessary, adjust it.

7. Development of a personnel reserve

In order to avoid failures on the way to the implementation of the strategy during the year, it is necessary to think over the issue of the personnel reserve in detail. To do this, you have to go through the following steps:

Step 1. Create a list of positions for which a personnel reserve is required. At this step, the "places" of the highest turnover of personnel or the most "not long-playing" positions are assessed. For example, in sales companies, these are often specialists in scheduling appointments for salespeople.

Step 2 Analyze the need for newcomers for new divisions as well as for expanding existing divisions.

Step 3 Form a list of candidates for the reserve from the current employees of the company. For example, someone wants linear growth for a long time or is simply bored, but has big potential; or perhaps someone is not effective, but there is a suspicion that he will flourish in another position.

Step 4 Determine the list of competencies for the position for which a reserve is required.

Step 5 Prepare a training program for the talent pool group and add it to the overall development plan of the company.

Summary
The plan of the personnel development management program in the organization will be complete if all 7 listed components are taken into account in it.

Thanks to thoughtful development plans, all knowledge, skills and experience will always remain within the walls of the company.

This will provide stable activity and minimize risks. Such companies become more competitive in the labor market, because one of the key criteria for assessing applicants is the possibility of a career or professional growth.If we talk about competitiveness in the market professional activity enterprises, the development of personnel here also plays a key role.

Simply put, business ideas can be stolen, but building a well-coordinated professional team will take years.

Problem 1. What should I do if the individual development plan drawn up for the employee does not work?

Problem 2What if the employee does not agree with the individual development plan?

Problem 3.How often to adjust the individual development plan?

The situation on the labor market is such that it is becoming increasingly difficult to find a person who is suitable both in terms of professional and personal qualities. Therefore, the training and development of employees is becoming one of the top priorities for many companies. How to retain key and promising employees? How to save personnel potential companies? The solution to these problems can be individual development plans, which are a necessary tool in personnel career planning. In addition, without it, work with a personnel reserve, as well as attracting young specialists to the company, is unthinkable.

Why do you need an individual development plan?

The individual plan contains a detailed algorithm of development actions necessary qualities, knowledge and skills of an employee, which will ultimately increase the personal effectiveness of an employee. As a rule, the plan is drawn up for a period of three months to one year. It is optimal to create an individual plan as an element integrated system adaptation, motivation, training and assessment of personnel. In this case, an individual development plan will be useful for both the employee and the company (Table 1).

Benefits of an individual plan

Benefits for the employee	Benefits for the company
The plan helps the employee to focus on the chosen areas of development, that is, it allows him to understand: “What should I do in order to achieve my goals?”	The plan provides an opportunity to combine the goals of the employee with the goals of the company. Achieving the goals of their development, the employee simultaneously works to achieve key business indicators
Together with the manager, the specialist determines priority areas for growth, which allows you to better understand own desires	Increases the willingness of employees to solve tasks, and also motivates them to be purposeful
Allows the employee to significantly accelerate the pace of his development and encourages him to work better	Allows the company to plan and conduct training based on the real needs of employees
The employee gets the opportunity to be an active participant in the process of his development, influence it, independently evaluate personal progress and achievements	With the help of the plan, the company can unlock the potential of the best employees and direct it to solve the most important business problems.
No need to think about changing jobs, as the employee represents the stages of his career in this company	When working with a personnel reserve, the plan makes it possible to track the stages of development of reservists

Marina Shurupova, Head of Human Resources, United Consulting Group(St. Petersburg):

“One of the factors determining the success of an individual development plan is the active position of the employee, his need, readiness and desire to participate not only in the development of the plan, but also in its implementation. I know of an example where the plan was not implemented because the employees were not interested in it.

So, in one trading company, due to undeveloped customer service and low motivation of sellers, the process of falling sales began. The company's leaders, together with an invited consultant, developed a number of activities: a series of trainings, implementation new technology sales new system bonuses. In addition, an individual development plan was drawn up for each sales manager. What happened in the end? Riot on the ship. Employees refused to participate in trainings and educational activities. After identifying the reasons, it turned out that when choosing trainings, the interests and wishes of salespeople were not taken into account, while they had low awareness of the goals of training and were not ready for changes - each of them was a hostage of his habits and a measured work process, and at the same time considered himself unique specialist.

HR Dictionary

Individual development plan- This is a document containing the goals and program for training an employee, developing his professional and personal qualities.

Who draws up an individual development plan?

Ideally, an individual development plan should be drawn up by the manager together with his subordinate during the conversation. The HR manager oversees this process. It will be necessary to evaluate the effectiveness of the activity: the results of attestation and other types of employee assessments will be useful. Try to get the employee to take an active part in drawing up a plan for their development. This will allow you to more accurately determine his needs, career expectations, wishes to develop in one direction or another, etc.

An individual development plan, as a rule, consists of three blocks:

information about the employee (full name, position, etc.);
a list of competencies that need to be developed;
actions that an employee needs to perform to develop competencies.
In addition to the above, the following information can be included in an individual development plan:
about the position occupied by the employee;
about possible movements of an employee in the company (within both horizontal and vertical growth);
about the goals of the employee regarding professional growth;
about possible career prospects*.

Elena Gurieva, Recruitment and Adaptation Manager, Stoliya Group of Companies LLC (Volgograd):

“There are times when one of the employees does not agree with the individual development plan. To avoid this, it is necessary, first of all, to motivate the employee to fulfill the development plan. How to do it? First, you should explain why such a plan is needed, show with specific examples what positive changes in your career will lead to its implementation. Then describe each point of the plan, discuss what each side will get in the end. It is important not to impose a development plan on an employee, but to help him decide on the methods and methods of training that will contribute to his career. Ideally, if he independently prepared a plan for himself and submitted it for approval to the head.

Who needs a personalized plan?

key specialists;
personnel reserve or applicants for high positions;
leaders at all levels.

In practice, an individual development plan is drawn up mainly for key specialists and applicants for high positions.

Tatyana Iliopulo,

“In our group of companies there is an opportunity for both professional (horizontal) and career growth (vertical). We use horizontal development if employees are not able to be leaders (and this is not always necessary for the company). Such employees have the opportunity to learn new knowledge and skills in their area of function or in related areas, to become mentors, participants or leaders of new projects and innovative groups. For horizontal development, we do not draw up a detailed development plan. A simple list of events will suffice. Strategically, their implementation is monitored by the top management of the company (twice a year), and more quickly - by direct managers and personnel officers responsible for this work. Vertical development is planned for employees who share the values of the company and are very loyal. For them, a well-developed and long-term career development plan is necessarily drawn up.

When drawing up an individual development plan, take into account not only the goals and expectations of the employee, but also his concerns regarding the implementation of the plan.

How often should an individual development plan be adjusted?

For effective work with the plan, it is necessary to correct it. We recommend updating the development plan at least once every six months after evaluating the results, for example, in the form of an individual conversation. In addition, ask employees about the results and the need to change development plans.

When do you need to make adjustments to the plan? It happens that the position for which the employee claims after the implementation of the plan is vacated earlier (for example, in connection with the dismissal of the employee from his position) than the development plan is implemented. In such situations, many employers take risks and put forward an employee who is clearly not fully trained, but with great desire and ability, to a leadership position. In this case, the plan must include certain changes, for example, reduce the amount of theoretical training and focus on acquiring the practical skills necessary for a leader. Also, the reasons for adjusting the plan may be the low motivation of the employee to fulfill the plan, its formal implementation, or lack of time for training.

Possible problems in the implementation of an individual plan and how to overcome them

Once the plan is developed and approved by both parties, the company may find it difficult to implement. The most common problem is lack of motivation. To avoid this, pay attention to the fact that the plan is balanced and takes into account the personal aspirations of the employee. Then there will be no problems with motivation.

The second problem is that the development plan exists only on paper or is carried out formally. To avoid this, it is necessary to clearly plan the professional and career growth of the employee. To do this, it is necessary to determine the potential of the employee, his development needs and, most importantly, whether his growth within the company is real.

Third, the employee does not live up to the employer's expectations according to this plan. The reason for this may be a lack of understanding of the development goal by the employee or improperly selected training. In the second case, it is necessary to clearly define what theoretical and practical knowledge the employee needs, and correctly indicate the terms of training. In addition, emphasis should be placed on acquiring practical skills that will be useful for the job.

Lada Seredyuk, deputy CEO for the personnel of Navigator LLC (St. Petersburg):

“When an individual development plan is carried out formally or does not work at all, then the first thing that really needs to be done is to identify the causes and errors that led to such a situation. For example, talk with the employee, find out what prevents him from implementing the plan, whether there are results after completing training programs, what he liked and what, in his opinion, needs to be changed, etc. If the employee did not meet the expectations of the employer, you should not blame this is just him. This means that when drawing up an individual plan, a clear development goal, equally understood by both the employee and the employer, was not formed. With an agreed goal, we can map out the smaller steps of the plan. Any task is always easier to solve when we break it down into smaller ones.”

In addition to an insufficient level of motivation and the formal implementation of an individual plan, the following organizational risks may arise:

cancellation of part of corporate courses (for example, due to dismissal, illness of an internal coach);
termination of relations with the training company (for example, due to a reduction in training costs, the provision of low-quality services, etc.);
reduction or freezing of the education budget;
priority of business goals over the goals of an individual development plan.

To keep these risks manageable, consider how you can support your employees and managers as you complete your individual plan; do not forget to monitor the implementation of the plan (diagram on page 94).

Tatyana Iliopulo, Deputy Director for Human Resources and organizational development Novard Group of Companies (Moscow):

“The main problem we face when implementing an individual development plan is the workload of an employee with operational activities. As a rule, you need an understanding of the person himself, that for development you will have to sacrifice part of your personal time. If it exists and manifests itself in practice, then this is already 80 percent of success.

Ideally, when an employee completed the development plan and a month later took the position for which he was raised. But in practice this is not often the case. As a rule, you have to wait for some time (six months or even more) when a corresponding vacancy appears. And here the main thing is that the employee does not burn out. This will help the competent work of the personnel management service of the company.

An individual employee development plan is one of the tools of the personnel management system. According to some experts, in order to reduce the risks when implementing an individual development plan, it is necessary already at the stage of hiring employees to give preference to candidates who are initially aimed at professional improvement and who perceive an individual plan as a help in determining the direction of their development.

Do not use the components of material motivation (bonuses, bonuses, etc.) to interest the employee in the implementation of an individual plan. As practice shows, in such cases, the staff begins to perceive the individual plan as a source of income and formally treats its implementation.

By discipline

Personnel development management

Career: individual development plan

Moscow - 2009

INTRODUCTION

Grant Donovan, director of Perception Mapping (Australia), once said in a conversation: “The future of corporate learning is in an individual approach and planning. If the company wants to get maximum performance from each employee, it is necessary to provide him with as many opportunities as possible to eliminate his personal professional shortcomings. I think that individual development plans can become good tool managing this process. They are the future."

Great prospect, don't you think? Indeed, IPR can take into account both the expectations of the organization from the employee, and the personal aspirations of the person. In addition, the very process of compiling an IWP demonstrates to the employee a variety of learning and development opportunities, not only those provided by the company, but also those that the employee can discover for himself if he is aimed at moving forward. The formation and implementation of IPR, according to many experts, transfers the responsibility for development and training from the organization to the employee himself. After all, often, especially at the height of the "war for talent", there were complaints from HR managers about the consumer attitude of staff towards the company, including training. "Educate me!" - soared in companies. If the IPR is compiled correctly and balanced, there should be no such distortions.

WHO IS THE IPR FOR?

For whom should an IPR be developed? This is the choice of each company. There is no correct answer, but there are several approaches to solving this issue.

First approach is that the IPR is compiled for each employee of the organization. This approach is followed, for example, by companies such as MTS and DHL. His apologists adhere to a point of view similar to Grant Donovan's position described above: it does not matter what grade an employee is on, it is important that his work is effective for the company. And since there are no ideal workers and the degree of “non-ideal” is different for everyone, then for everyone their own path of improvement must be determined.

Second approach states: IPR is developed for a personnel reserve, high-potential employees or applicants for high positions. This approach is used in many companies, and it is often with this category of personnel that IPR begins to spread to other groups of employees. Its supporters believe that the preparation of an IPR is a rather laborious process, in which the employee himself, his supervisor, HR manager and / or coach and mentor (if any) should be involved. However, if this practice is extended to all employees, it will be too costly for the company.

Finally, third approach implies that the IPR is created for all company executives, from the lowest to the top managers. Adherents of this approach explain their choice by the fact that a strong managerial link of the organization, well-developed leadership competencies are the key to its success, and it is managers of all ranks who should become the focus of investments and efforts on the part of the HR department. But creating trainings or programs for them is not enough - it is necessary to take them into account individual characteristics and needs, which is why IPR is needed.

Common to all approaches is the attitude towards the employees of the company. All people are different, everyone has their own level of training, and it is impossible to achieve the maximum return from an employee without an individual approach to his development. professional qualities. If your company is on the verge of introducing IRP, we recommend that you start small: select a pilot group of personnel and test your chosen approach on it. The pilot group can be a talent pool, employees of a key division for the company (for example, sales or customer service) or employees of an organization's branch (all departments, all employees). There is experience in launching IPR in a group of front office (call center) employees.

WHO CREATES IPR

If we talk about the ideal situation, then the IPR should be compiled by the manager together with his subordinate on the basis of the results of performance appraisal, appraisal and other types of employee assessments. But if we look at the list of what the manager should know in order for the IPR to be compiled with high quality, it becomes clear: the manager, at least for initial stage need support.

So, in order to compile a high-quality IPR, the manager must know:

─ what types / forms of training and development exist in principle;

─ Which of them are already in the company (catalogues of face-to-face and distance trainings, seminars of the training center and external suppliers; current projects in which an employee can be involved with a developmental goal; coaching / mentoring programs in which an employee can be included; libraries, etc. .);

How can you develop an employee in the workplace (some companies create special instructions, which lists specific development methods in the workplace, but it is important that the manager himself be able to generate options);

─ what are the results of an employee assessment that is not carried out by the manager himself (360-degree method, DISC, assessment center, etc. - depending on the company's tools);

What is the size of the budget for training within the department (if it is allocated specifically);

─ what are the personal aspirations of the employee in a professional or managerial career, what are his real opportunities;

─ what methods and forms of training are most effective for the employee (there are people who learn better in a group, and there are those who prefer reading; for some, distance learning is useful, while others do not perceive information from the screen well);

昧 What kind of training did the employee have previously taken (in your company or another company, if he is a beginner);

They can be based on the results of internal or external benchmarking. For example, according to Trainings INDEX`09, in 2008 there were 35 hours of face-to-face training per employee in the line manager category. If this indicator is lower, this may be perceived by the employee as a disadvantage of the company, because. The possibility of learning, according to numerous studies, is an important component of the employer brand. In addition, a World Bank study found that adding ten hours of training per year per employee increased employee productivity by 0.6%2.

Unfortunately, a few managers have a complete set of information and/or skills for the qualitative preparation of IPR, and in fact their role in this process is key. What can be done to help in this situation?

To improve the quality of IPR compilation, HR managers of companies use a number of useful and necessary tools.

􀁑 Training the leaders themselves in the skills of conducting an attestation conversation and compiling an IPR; increasing their awareness of the methods and forms of personnel development, especially in the workplace. For example, one of international companies, operating in Russia, holds three times a year for managers of all levels learning forums, which are completely devoted to the issues of training and development of their subordinates. The program of the forum includes not only training sessions, but also the exchange of successful experience in personnel development. The learning forum also rewards the best managers-coaches, who are selected based on the results of a survey of company employees.

􀁑 Assistance in conducting attestation interviews and compiling IPR. For example, MTS HR managers act as coaches for managers in the implementation of the performance assessment procedure, which results in the development of an IPR. HR specialists are present at the assessment conversation itself and / or conduct a coaching session after it with the manager to improve him. As a result, the quality of performance evaluation is significantly improved.

􀁑 Audit of compiled IPR. This is an option for HR managers to support the manager: they check the compiled IPR (selectively or all), and those plans, the quality of which does not suit the HR specialist, are corrected separately together with the manager and subordinate.

􀁑 Drawing up instructions (menus, manuals) for managers on the subject of possible developmental actions and learning activities inside and outside the organization. We recommend that this document be based on corporate model competencies or its equivalents. reverse side linking each option of the menu of developing actions to a specific competency is the binding of each centralized training activity within the company to one or more competencies.

Thus, in addition to the head, an HR manager can also be involved in the process of creating an IPR. At the same time, without the involvement of the head, the HR manager will not be able to draw up a high-quality IPR. This is due to the fact that IPR includes work, for example, in ongoing departmental projects and special projects that the HR manager may not be aware of. In some companies, the IPR can be created by the employee himself. For example, Alberta Public Services has developed a competency development manual so comprehensive that it is not difficult to create an IWP from it. The manual is called Development Tips and contains a list of various development opportunities for each competency (there are seven of them in the company):

1) development advice in the workplace;

2) a list of Alberta Academy courses and external providers (training companies, universities);

3) a list of books;

4) list of films.

Sometimes a coach or a mentor of an employee (usually a candidate for high positions) is involved in the process of developing an IPR. The coach can be both an employee of the company and an invited specialist. Since in this case it is the coach who is a professional in compiling IPR (this is an important competence of any coach), the presence of an HR manager in this bundle is not necessary. So, at least two people should be involved in the creation of an IPR - an employee and a manager, but the process is most effectively implemented with the involvement of an internal (HR manager, mentor) or external (coach, development consultant) consultant.

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