Use a worksheet to create a customized development plan for individual employees. Determine the knowledge, skills, and abilities an employee needs to acquire and chart a plan to help the employee achieve those objectives. Observe a live audience discuss a sample development plan and identify some of the common employee development mistakes that managers must avoid.
- We sometimes have to develop the skills of just one person. Perhaps they've taken on some new responsibilities, they might be using a new computer software, or you've identified an opportunity for growth in a performance review. Whatever the case, let's walk through the steps to create an individual development plan, or IDP. We'll start by looking at a sample employee profile. You may want to pause the video and download the individual development plan worksheet so you can follow along with this challenge.
Meet Jane. She's a human resources coordinator, which is an entry level position that involves a variety of administrative HR tasks. Jane's company is rapidly growing, so Jane's boss would like her to start helping the recruiting manager with recruiting new hires. This will help the company save money by relying less on staffing agencies when hiring, the company can fill open positions much faster, and it will allow Jane to grow in her HR career. Jane's manager did an online search and identified two initial training options.
Option one is a one-day recruiting skills workshop that will cost $475 when you factor in the workshop fee, plus Jane's salary for that day. Option two is a five week human resources certificate program that covers a wide range of general HR skills. It meets once per week for a full day on Fridays, and the total cost is $2,525 when you factor in Jane's salary. Now, what do you think of these two options? Will one of them work for Jane? Let's see what the live class thinks of these two choices.
- I mean everything is weighed by budget. What is the budget assigned here. Okay so we need to find that information out. You know what is, how much is the, class option number two, is that a significant, is that going to cause problems in the budget of department. - Yeah. - Obsessing a little bit more on the needs but so it's mostly just recruiting. It may not be her skill set that she wants to continue with in her own career so I would say option one would be the best one, just get her hands around it 'cause, she might not be there forever.
- Right. - She's not really interested in that. I would rather spend the 200 and you know $2,000 on somebody that does want to do recruiting in those areas than spend it on somebody that's not going on that trajectory with their career and their plan. - [Blonde On Left] If she were interested in it and also seemed invested in the company and staying with that company. - 100%. - Then I think option two would. - Yeah. And that's where you define what her career plan is and what her career path is and she didn't say it was really her thing right so.
- [Woman] I think yeah we have to do more discovery. - Okay we said we would give it just a minute so I want to bring this back before we get too into the weeds and see was there any consensus at your tables. - [Women Off Screen Left] Our consensus is class number one. - Okay why is that? - We know she's interested in recruiting, we don't know she's interested in anything else and before we want to invest any other of our money in other skills, you want to see how she does with the recruiting aspect of HR. - Okay. Did anyone talk about knowledge, skills, abilities.
- [Brunette With Glasses] She needs the knowledge. - [Host] Are either one of these going to address the knowledge skills and abilities that Jane's lacking? - Yeah it says skills. - [Host] How do you know? - [Man Off Screen Right] We don't know, don't know what her knowledge skills or abilities are. - We don't know yet. We need to, we're not ready to make, in other words we're not ready to make this decision. - Okay this was a bit of trick question because we haven't yet identified the specific knowledge, skills, and abilities that Jane needs to develop. Let's take a look at what we want Jane to do and compare it to what she's already doing.
We can find Jane's gap by comparing what we want her to do, her goal performance, with what she's already doing now. Here we learn that Jane's gap is just three things. She needs to learn how to create recruiting strategies, conduct initial interviews, and assist hiring managers with making hiring decisions. One other factor to consider is Jane has experience conducting interviews from a previous job. If we can verify she has these skills already, we won't need to give her training on interviewing.
Managers often jump to conclusions and send employees like Jane to workshops before assessing their skill gap. When we look at Jane's skill gap, we see that Jane probably doesn't need a lot of training to help us with recruiting. So what can we do? In this case, I'd probably have Jane work one on one with our existing recruiter so she can learn these skills on the job. This would save us the time and expense of an off site seminar and get Jane up to speed as quickly as possible. Of course there are other scenarios where a formal training program is a good solution.
By using the individual development plan worksheet, you can help employees identify when that's the right choice and when another solution will be more effective. Keep in mind that the ultimate goal is to help the employee perform their new responsibilities as quickly and effectively as possible.
- Identifying employee training needs
- Creating an individual development plan
- Developing learning objectives
- Preparing employees for training
- Evaluating a training program
- Presenting with confidence and clarity
- Facilitating discussions and learning
- Managing breaks effectively
- Delivering training via webinar