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Individual Development Plans 2009

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Individual Development Plans 2009

  1. 1. Individual Development Plans: How to Fix an Underachieving Best Practice Dawn G. Lennon, principal Big Picture Consulting SHRM LV Conference—2009
  2. 2. Proposition <ul><li>HR needs to: </li></ul><ul><ul><li>Lead a culture of growth </li></ul></ul><ul><ul><li>owned by employees and supported by the organization </li></ul></ul><ul><li>Reality: If employees don’t develop, they compromise reward and advancement </li></ul>
  3. 3. The Value of IDPs <ul><li>Develop employee capabilities </li></ul><ul><li>Position employees for advancement </li></ul><ul><li>Develop a “bench” for vacancies </li></ul><ul><li>Enable competitiveness </li></ul><ul><li>Attract and retain employees </li></ul>
  4. 4. IDPs What’s the Problem?-- Part 1 <ul><li>Org. doesn’t forecast or communicate needs </li></ul><ul><li>Supervisors: </li></ul><ul><ul><li>unable to assess employee capabilities </li></ul></ul><ul><ul><li>don’t anticipate openings </li></ul></ul><ul><ul><li>often block movement </li></ul></ul><ul><ul><li>have few resources to invest </li></ul></ul><ul><ul><li>assume employee development is their job </li></ul></ul>
  5. 5. IDPs What’s the Problem?-- Part 2 <ul><li>IDPs are often annual performance goal items </li></ul><ul><li>Employees: </li></ul><ul><ul><li>want the organization to direct them </li></ul></ul><ul><ul><li>expect supervisors to provide opportunities </li></ul></ul><ul><ul><li>expect the organization to pay or release time </li></ul></ul><ul><ul><li>expect the promise of some career reward </li></ul></ul><ul><ul><li>don’t understand their role or obligations </li></ul></ul><ul><ul><li>don’t own their own growth </li></ul></ul>
  6. 6. How It Works Now? <ul><li>Supervisor asks: </li></ul><ul><ul><li>What’s your individual development plan? </li></ul></ul><ul><li>Employees says: “Training” </li></ul><ul><li>Supervisors says: “There’s no money for training? </li></ul><ul><li>Employee thinks: “Now what” </li></ul><ul><li>Supervisors says: “What are your career interests?” </li></ul><ul><li>Employee looks at the supervisor as if he/she has 4 heads </li></ul>
  7. 7. The Result <ul><li>No one’s invested in IDPs </li></ul><ul><li>No perceived pay off </li></ul><ul><li>No affect on appraisal </li></ul><ul><li>Supervisors blow it off </li></ul><ul><li>Employees feel cheated </li></ul><ul><li>Little growth is achieved </li></ul>
  8. 8. The Problem: Individual development is misunderstood. <ul><li>Is Not </li></ul><ul><li>A pre-determined path </li></ul><ul><li>A list of courses taken </li></ul><ul><li>Attendance at conferences </li></ul><ul><li>A gift from the org. </li></ul><ul><li>Entitlement </li></ul><ul><li>Is </li></ul><ul><li>About adding capabilities </li></ul><ul><li>Being successful in your job </li></ul><ul><li>Focusing on improvement </li></ul><ul><li>Investing time and energy </li></ul><ul><li>You </li></ul>
  9. 9. Refocusing IDP Target individual development on success factors—individual and business
  10. 10. Make It Relevant <ul><li>Individual development gets you to be fully capable of: </li></ul><ul><ul><li>getting the job done </li></ul></ul><ul><ul><li>meeting unforeseen expectations </li></ul></ul><ul><ul><li>holding steady under fire </li></ul></ul>
  11. 11. Drive IDP in a Fresh Way <ul><li>Decouple IDP from old ways </li></ul><ul><li>Give it a new brand—a fresh metaphor </li></ul><ul><li>Talk about the impact of employee skills on business performance </li></ul><ul><li>Align advancement/reward with capabilities </li></ul>
  12. 12. Business Fitness: A Metaphor to Drive Self-Development <ul><li>Stay Well </li></ul><ul><li>Stay Focused </li></ul>
  13. 13. Business Fitness: A Metaphor to Drive Self-Development <ul><li>Stay Current </li></ul><ul><li>Stay Connected </li></ul>
  14. 14. Business Fitness: A Metaphor to Drive Self-Development <ul><li>Attract a Following </li></ul><ul><li>Take the Lead </li></ul>
  15. 15. Business Fitness: A Metaphor to Drive Self-Development <ul><li>Implement New Ideas </li></ul><ul><li>Worthwhile IDPs attach growth efforts with work results. </li></ul>
  16. 16. Put the Employee in Charge <ul><li>Communicate that employee success is a function of the: </li></ul><ul><ul><li>Quality of their work </li></ul></ul><ul><ul><li>Their choices </li></ul></ul><ul><ul><li>The way they conduct themselves </li></ul></ul><ul><ul><li>Their skills, knowledge, and experience </li></ul></ul><ul><ul><li>Their motivation, energy, and commitment </li></ul></ul>
  17. 17. Ground IDPs <ul><li>Give supervisors the right questions to ask, like </li></ul><ul><ul><li>How effective/successful are you in your job? </li></ul></ul><ul><ul><li>What can you do to become more effective/successful? </li></ul></ul><ul><li>Require the submission of an ID plan each year </li></ul><ul><li>Put responsibility for growth on the employee; hold them accountable </li></ul>
  18. 18. Provide Support <ul><li>Help employees clarify their success aspirations </li></ul><ul><li>Spell out the resources available to them </li></ul><ul><li>Have supervisors talk about what it takes to succeed </li></ul><ul><li>Recognize individual growth initiatives </li></ul><ul><li>Set up experience-sharing among employees </li></ul>
  19. 19. A Return to Intent <ul><li>To be successful, the IDP needs to be: </li></ul><ul><ul><li>Individual —for the individual; by the individual (with support from the organization) </li></ul></ul><ul><ul><li>Development —focused on building capabilities to meet success requirements </li></ul></ul><ul><ul><li>Plan —an employee driven, ongoing process based on actions and accountabilities </li></ul></ul>

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