Personal plan. How to create a personal development plan. What is self-development

HR Director of the World Gym network in Russia Ksenia Poplavskaya.

Individual plan development (IPR) is a fairly popular and effective tool for working with employees. This is a kind of waybill from point A to point B: from professional today to even more professional tomorrow. The benefits for the employee and for the company are obvious, provided that the IPR is used as a truly working tool for motivating staff, and not as a formality. In addition, the IPR allows you to truly improve the quality of work of employees.

What is the value of an individual development plan for an employee?

First of all, this is the satisfaction of needs. If and when the development program is drawn up taking into account the desires of the employee, taking into account his professional and personal goals, then the IPR will be a tool for achieving the goals.

Secondly, the employee quite clearly represents his professional movement within the company. This is important because gives a certain sense of security, confidence in the future and reduces anxiety that arises in situations when an employee does not understand and does not see the professional path to follow in the company.

Third, the employee sees those priority areas of development that are worth emphasizing. This allows him to concentrate on certain points of development and track them over time.

What is the importance of IPR for a company?

Using IPR as an element or an independent tool Not material motivation, the company gets the opportunity to manage the employee’s work and development goals. This allows you to coordinate the potential of the company’s employees and implement qualitatively new tasks and projects.

It is also important that the company can monitor and track strong and weak areas in development and create new competencies for different projects and tasks.
Of course, IPR is also actively used in working with the personnel reserve, providing employees with the opportunity to “grow” within the company.

The development plan for each employee is drawn up exclusively individually - this is the “salt” of this tool. The most successful combination: completed certification + IPR. Thus, we first determined the availability and level of development of competencies, and then formulated the need to strengthen them for business tasks. It is worth noting that at the stage of identifying competencies that will “go” to the IPR, first of all, preference is given to those that have priority for the company according to the strategy for the near future.

If we talk about content, the IPR may include the following possible development modules:

1. Development through solving work problems. This module involves setting tasks for an employee that will systematically develop the specified competencies and skills day after day. Here the responsibility lies with both the employee and the manager, whose responsibilities include formulating such tasks and monitoring the quality of implementation.

2. Project work. If competencies are planned for a project, then participation in this project or a demo project will be the testing ground for development.

3. Feedback from an expert. If there is an opportunity to receive competent and developmental feedback based on the results of the work done, then this tool should be used. An expert employee will act as a mirror, pointing out what is already working well and what still needs attention.

4. “Peer teaching peer.” The opportunity to cross-pollinate is always a great way to learn something new from your colleague. Such formats can be organized both in the form of groups and in the form of individual meetings.

5. Internal trainings. If the company has a staff of trainers, then, of course, this resource in employee development should be invested in IPR. The main thing is that it is appropriate.

6. External. Take advantage of resources external environment no less valuable. This can be not only a live seminar//training, but also open lectures on YouTube, distance learning courses.

7. Professional literature. Reading is always useful in terms of broadening your vision and feeding you new ideas. A professional library is also included in the development module.

What points are fundamentally important to pay attention to when drawing up an IPR:

1. Formulate the development goal as clearly as possible, so clearly that it can be “measured and calculated.”

2. Fix the criteria by which it will be obvious whether the development goal has been achieved or not.

3. Include only priority competencies in the development plan. Priority is determined by the company's strategies.

4. The proposed activities should be of a practical nature only. The key question when choosing a development activity is: “How can I apply this knowledge in my work?”

5. Compare deadlines. They must be real. It is also important to remember that there is a main job where the development program is “built in”.

6. Monitoring intermediate results in the implementation of the IPR. “On the shore”, agree with the employee on at what stage and in what form the results will be taken.

Example of an individual development plan for an employee of the World Gym network in Russia.

An individual employee development plan is a program of activities aimed at increasing the employee’s efficiency and his professional growth in the company.

Formation of a personal “schedule” - strategically important point. The specialist has a clear idea of ​​how to build his career, which is an obvious incentive. For an organization, this is the formation of a pool of loyal and worthy personnel. The Rabota.ru portal decided to find out how companies create personal career plans.

A career “guide” is compiled personally for each employee. An individual plan determines priority areas, strategies and recommendations for the development of a specialist. It contains a precise list of actions. For example, an employee may be recommended to undergo certain trainings and seminars to improve their skills, study specialized literature, study foreign languages, development of specific skills - for example, to conduct business negotiations. In addition, a career plan may include performing special tasks and developing any projects, etc.

An individual career “map” not only gives a specialist an idea of ​​future prospects for working in the company, but is also an excellent incentive for high-quality performance labor responsibilities and for career advancement.

Labor market experts told the Rabota.ru portal about their experience in drawing up an individual development plan, the methodology for its formation, what a personal “guide” can contain, and most importantly, what can an employee get after achieving his goals?

Case 1. "LANIT"

Ekaterina Chebysheva, Deputy Director of the Management Consulting Department,
Management systems and consulting department, LANIT company:

“An individual development plan is a document that reflects the main tasks and activities
related to professional and personal development employee for a certain period of time.

Typically, a development plan is drawn up by a manager, an HR specialist or the employee himself to achieve specific goals. For example:

— preparation for work in a new position;
— fulfillment of new responsibilities;
— development of skills necessary to improve performance in the current position;
— ensuring the interchangeability of employees, universality of knowledge and skills;
- Preparation personnel reserve etc.

A development plan can be formed as a directive document if, for example, an employee’s performance is low due to a lack of knowledge or experience. In this case, the plan for training and development activities is drawn up by the manager or HR specialist, and the employee is obliged to carry them out in full. specified deadlines. Also, the plan can be drawn up as a document agreed upon by the employee and the line manager, and take into account not only the requirements and expectations of the employer for professional development, but also the employee’s opinion and wishes in the field of professional development.

In this case, drawing up a development plan is usually part of the procedure for regularly assessing the employee's performance and qualifications. At a meeting-feedback session during summing up the results for a certain period, the manager and employee discuss the results of work and jointly identify areas and areas of development of the specialist, taking into account the strengths and areas requiring development, as well as the employee’s career prospects in the company.

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

— training (both in the company and external);
— selfeducation;
— participation in projects where an employee can gain valuable experience;
— job rotation;
— mentoring;
— mentoring and coaching;
— internships;
— performing additional tasks, roles, assignments;
— passing certification.

Development plans usually do not include tasks related to achieving certain KPIs or target indicators. They are included in performance plans. But there are situations when employee development goals are part of his performance targets.

At LANIT, development plans are formed taking into account the results of employee competency assessment (corporate and technical) and the results of performance assessment. Development plans for beginners are drawn up for six months, for more experienced ones - for a year. The manager and employee jointly decide what knowledge and skills the employee needs to move to the next career level (the requirements for each level are formalized). The manager also explains which specialists in which areas the company needs for further development. Achievements and strengths employee, how best to develop his talents, in which areas he can fully realize his potential. At proper organization Such meetings allow you to motivate an employee to improve their skills and work efficiency and bring enormous benefits.

The subordinate and the manager have the opportunity to provide complete and regular feedback and determine the professional and career prospects of the employee in the company. The result is reflected in the development plan in the form of a list of specific measures that need to be taken to achieve the goals. To maintain development plans, LANIT uses specialized software solution ETWeb Enterprise. This system also organizes the accounting and approval of applications for training and certification, as well as the costs of developing each specialist. The entire history and all data about the stages of employee development are saved.

Development plans are not directly related to material incentives for employees. Professionals interested in professional and career growth have the opportunity to receive the necessary resources and assistance. In cases where improving the qualifications of an employee and obtaining certain certificates is important for the company, tasks from development plans can be included in the performance plan and the employee receives bonuses for their implementation.

When conducting a final assessment, the manager always pays attention to the completion of the tasks included in the development plan and how the employee feels about improving his own qualifications. This information can influence the size of the salary increase, the decision to transfer to the next career level, or inclusion in the personnel reserve.”

Case 2. Euroset

Pavels Romasins, Director of the Personnel Development and Training Department,
corporate culture of Euroset Corporation:

“Two key thoughts:

1. Are you afraid that if you teach them, they will leave you? Be afraid that you won't train them and they will stay!

Developing your (sic!) employees is beneficial in all respects. And truly powerful business teams can do this! We at Euroset are proud of the market value of those who have worked with us for at least a year, and the speed with which they find work.

2. We are also proud that our managers “of their own free will” rarely leave us, because Euroset is a real University of Power (UM).

If we don’t work well with someone, good luck to him in his new place. If someone couldn’t handle it and we’ve exhausted the time limit for him to be “integrated” into our system for creating powerful results, let him succeed in another company.

An individual development plan is always and directly related to the concept of personnel reserve. Essentially, it is a development plan that employees complete to achieve a higher-level (usually managerial) position.

Very rarely in Western companies an individual development plan is used for horizontal rotations (the so-called mobile reserve), which is important for retail companies with a developed branch network. But! For us, this is most likely not relevant for a number of reasons. In the Russian Federation, such a practice is not observed, primarily because employers are looking for employees on the principle of “with experience in this profile.” In addition, the Russian labor market today is still an employer’s market, which can hire an external employee who is ready to work, rather than retraining his own, which is an order of magnitude more expensive. Retraining within the company has become exotic for the same reasons.

Place of an individual development plan in the personnel reserve training system: assessment of a reservist - identification of development zones (gap analysis) - preparation of IPR - implementation of IPR - assessment of the degree of implementation of IPR - recommendations for appointment to a leadership position.

An individual development plan is a list of activities aimed at the professional and managerial development of an employee. Event types:

— educational (aimed at obtaining new knowledge);
— developmental (aimed at improving in one’s professional field);
— reinforcing (events that reinforce skills).

The plan is individual because it is based on identifying individual (gaps) gaps between that level professional competencies, which the employee currently has, and the one that will be required of him at a higher position.

The IPR is compiled on the basis of various assessment procedures, including a conversation between the manager and the employee himself. In this case, everything depends on the specifics of the activity and the position the specialist occupies.

Depending on what training and development goals we set, appropriate assessment methods are used.

The classic IPR contains three elements - knowledge, skills and abilities that are supposed to be developed by a reservist.

The widest range of tools is used in the implementation of IPR. It depends both on the results of the reservist’s assessment and on the position for which we are preparing him.

Most often, IPR includes attending internal and external trainings and advanced training (the entire possible range - from internship in a more complex area to obtaining an MBA), as well as various project tasks, usually of a managerial nature.

The elements of internships and the level of complexity of the tasks delegated to this employee are specified separately. As a rule, they are an order of magnitude more complex than usual.

At the moment, the Euroset Corporation has clearly set a course for the constant training of a certain number of reservists for the positions of store directors and regional directors (operational managers managing the “cluster” of stores). These are hundreds of people throughout Russia, Ukraine and Belarus.

This task is the most ambitious as it relates to assessment, training and development large quantity employees.

The individual development plan for reservists will include mandatory management courses and trainings, project work, associated with the analysis of economic variables in the operation of the store, and a plan for the implementation of managerial tasks delegated by the immediate supervisor.

The training of a reservist for a higher position lasts about a year, sometimes less, depending on the position for which we are preparing him. We train a director for six months, a regional director for a year. However, a lot depends on each individual person. For some, three months is enough to be ready for a promotion, while for others it is difficult to meet the stated six months or a year (which is not necessarily a “contraindication” to the appointment).

The result of a successfully completed IPR is a recommendation for appointment higher position. If a reservist cannot cope with the implementation of an individual development plan, then he may be expelled from the personnel reserve or continue to study.

What is the risk that older employees will quit? There is a risk if the number of reservists is incorrectly planned. If they are not prescribed in the next 1-2 months.”

Case 3. “BAT Russia”

Anton Gevorkyan, training and personnel development manager at BAT Russia:

At British American Tobacco Russia, an individual development plan is drawn up for each employee by his immediate supervisor.

As a rule, the IPR is designed for 1 year, but in some cases, for example, when planning the career of high-potential employees, longer-term planning is used - for 3-5 years. In our company, drawing up an individual development plan is mandatory for each employee.

The plan is drawn up with the goal of identifying all the skills and abilities necessary for effective work in the current position, identifying among them those skills that need to be focused on the development in the first place, as well as the skills that are necessary for the employee’s further career growth. At the same time, an individual development plan provides an understanding of what tools a specialist will use to develop missing competencies.

The “reward” in case of successful implementation of the development plan will be an increase in the efficiency of the employee’s professional activities, carefully thought-out career growth, as well as high level self-realization and job satisfaction.

The following tools can be used to draw up an individual development plan:

— feedback from the manager based on the employee’s performance;
— self-assessment by a specialist of the level of his competencies;
— “360 degree” survey;
— testing;
— a set of exercises aimed at identifying strong and missing skills and competencies. Completion of tasks is checked by professional trainers, who subsequently provide feedback.

The development plan may include the following training tools:

— trainings;
— online learning (e-learning);
— coaching and mentoring;
— reading professional literature;
— participation in cross-functional projects;
— attending conferences;
— training other employees;
— development in the workplace, that is, the development of one or another competence in the process of work.”

Practice shows that an individual employee development plan is an integral element of personnel management and development in large companies. This tool raises the professional level of a specialist, which, in turn, is extremely important not only for the employee himself, but also for the company. Highly qualified efficient staff- the key to a successful business.

By discipline

Personnel development management

Career: individual development plan

Moscow - 2009

INTRODUCTION

Grant Donovan, director of Perception Mapping (Australia), once expressed the following thought in a conversation: “The future corporate training- in an individual approach and planning. If a company wants to get maximum performance out of every employee, it needs to provide them with as many opportunities as possible to correct their personal professional shortcomings. I think that individual development plans can become good tool management of this process. They are the future."

Great prospect, don't you think? Indeed, the IPR can take into account both the organization’s expectations from the employee and the person’s personal aspirations. In addition, the process of drawing up an IPR itself demonstrates to the employee a variety of training and development opportunities, not only those that the company provides, but also those that the employee can discover for himself if he is focused on moving forward. The formation and implementation of IPR, according to many experts, shifts responsibility for development and training from the organization to the employee himself. Indeed, often, especially at the height of the “war for talent,” HR managers complained about the consumerist attitude of staff towards the company, including training. "Teach me!" - was in the air in the companies. If the IPR is drawn up correctly and balanced, there should not be such distortions.

FOR WHOM IS THE IPR COMPLETED?

For whom should the IPR be developed? This is the choice of every company. There is no right answer, but there are several approaches to solving this question.

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 the position of Grant Donovan described above: it does not matter what grade an employee is at, it is important that his work is effective for the company. And since ideal workers do not exist and the degree of “imperfection” is different for everyone, then each person must have their own path of improvement.

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

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

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

WHO IS THE IPR CREATED?

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

So, to draw up a high-quality IPR, a manager must know:

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

---------------- which of them are already available in the company (catalogs of face-to-face and distance training, seminars training center and external suppliers; current projects in which you can involve an employee for development purposes; coaching/mentoring programs in which an employee can be included; libraries, etc.);

---------------- how you can 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 can generate options himself);

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

---------------- what is the size of the training budget within the department (if it is specially allocated);

---------------- what are the employee’s personal aspirations in a professional or managerial career, what are his real capabilities;

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

昧 what training the employee has previously received (in your company or another company, if he is new);

They may be based on the results of internal or external benchmarking. For example, according to Trainings INDEX`09, in 2008, there were 35 hours of full-time training per employee in the “line manager” category. If this indicator is lower, this may be perceived by the employee as a shortcoming of the company, because Training opportunities, according to numerous studies, are an important component of employer branding. Additionally, a World Bank study found that adding ten hours of training per year per employee increases productivity by 0.6%2.

Unfortunately, only a few managers have a complete set of information and/or skills for high-quality preparation of IPR, but their role in this process is key. How can you help in this situation?

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

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

􀁑 Assistance in conducting certification interviews and drawing up IPR. For example, HR managers of the MTS company act as coaches for managers in the implementation of the performance assessment procedure, as a result of which an IPR is drawn up. HR professionals attend the appraisal itself and/or conduct a coaching session afterwards with the manager to improve his performance. As a result, the quality of performance assessment is significantly improved.

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

􀁑 Drawing up instructions (menus, manuals) for managers regarding possible developmental actions and training activities inside and outside the organization. We recommend basing this document on corporate model competencies or its analogues. The downside of linking each development activity menu option to a specific competency is linking each centralized learning activity within a company to one or more competencies.

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

1) advice on development in the workplace;

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

3) list of books;

4) list of films.

Sometimes a coach or mentor of an employee (usually an applicant for a high position) is involved in the process of developing an IPR. A coach can be either a company employee or an invited specialist. Since in this case it is the coach who is a professional in drawing up IPR (this is an important competency of any coach), the presence of an HR manager in this connection is not necessary. So, at least two people must participate 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.

The desire for constant development is a sign of professionalism, possessing which a specialist increases both his own efficiency and the efficiency of the organization where he works. It is no secret that managers in the overwhelming majority of cases want to see high-potential employees in their teams who are ready to develop their own competencies taking into account the strategic goals of the company. Obviously, the motivation for such personnel is to provide opportunities for self-development. But it is almost impossible to effectively conduct the process of developing a specialist without a clearly drawn up plan. In addition, it is important to keep in mind that the approach to development, for example, of a bank employee and a sales manager will be different, and there is no universal “recipe” here. An assistant for the development of a specific professional is an individual development plan (IDP).

Individual development planning- this is an approach that assumes the employee’s independent control over the process of his own development.

Those companies that understand the importance of the development of their employees are clearly aware of the need to form an IPR, the main objectives of which are:
developing personalized learning strategies;

• knowledge management;
• formation of intellectual capital;
• increasing management efficiency in the organization.

To solve these problems, companies conduct annual personnel assessments, development centers and other assessment activities aimed at studying the performance of each employee: identifying his strengths and weaknesses, skills that need to be developed or identifying the need to develop additional competencies to move on to solving problems higher level.

In order to help managers and HR specialists correctly build the employee development process, the website ssia has developed a convenient and useful tool - Collection of developmental actions, which presents in an interesting and accessible form practical recommendations on drawing up an individual development plan. Following the recommendations of the collection will allow the employee to master effective ways and development methods, as well as determine which professional skills need to be developed or further mastered, and immediately begin the high-quality development of selected competencies.

In order for the developed development plan to be effective, before drawing it up, it is necessary to understand what achievements, skills and knowledge the employee already possesses, and also to determine what the need for development is. It is important to see both strengths and areas of development in the context of the work environment.

The individual development planning method will be useful, first of all, in cases where the criteria (competencies) have been formulated in advance and their formal assessment has been carried out. Due to the fact that an employee can simultaneously develop only 1 to 3 competencies within one year, it is advisable to choose the most relevant ones.

Individual development: where to start?

By participating in the individual development process, the employee takes responsibility for identifying his own priority development needs, choosing learning goals, methods and techniques, and evaluating his own results.

The process of any development, including individual development, can be divided into several stages:

• First and foremost important step on the path to individual development is understanding the need for this development. This is where it can help HR specialist, who will advise the candidate or provide him with the necessary assessment data based on the results of the activities carried out. But, we repeat, the decision on development is made only by the candidate himself.
• The second stage will be determining the scope or direction of development, in which data from one or more sources provided to the employee by his manager or HR department will be useful. This includes: results annual assessment, passing the development center, feedback from colleagues, etc.
• To systematize the information received, the Universal Competency Model SHL - UCF (Universal Competency Framework) is available, where the employee is asked to analyze the degree to which 8 factors are manifested, such as: leadership and decision-making, support and cooperation, interaction and presentation skills, analysis and interpretation, and etc.
• Third stage - analysis of the features of the learning process, awareness of the specifics of your learning style and the reasons that may affect work performance. At this stage, the candidate determines his learner profile and preferred teaching methods.
• Stage four - immediate formation of an individual development plan, for which it is necessary to determine the result for each area of ​​development (based on SMART technology), select the necessary developmental actions, indicate the deadlines for their implementation and those colleagues who will be included in this process.

In order for the planned development plan to be implemented in accordance with the set goals, it is necessary to regularly conduct general monitoring of the compliance of the goals with the results. Such control must be carried out jointly with the employee once every 3-4 months, or depending on the schedule of developmental activities. Here it is necessary to focus not so much on achieving certain results, but on the implementation of development actions themselves.

Practical advice on drawing up an individual development plan, including an example of how to fill it out, can be found in Collection of developmental actions company website ssia.

More detailed information You can get information about this tool and the features of working with it from your account manager or at the company’s offices on the website ssia.

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

Problem 2.What to do if an employee does not agree with the individual development plan?

Problem 3.How often should an individual development plan be adjusted?

The situation on the labor market is such that choosing a person who is suitable both professionally and personal qualities, it's getting more and more difficult. Therefore, employee training and development is becoming one of the highest priorities for many companies. How to retain key and promising employees? How to preserve the company's human resources potential? The solution to these problems can be individual development plans, which are necessary tool in personnel career planning. In addition, without it it is unthinkable to work with the personnel reserve, as well as attract young specialists to the company.

Why do you need an individual development plan?

The individual plan contains a detailed algorithm of development actions necessary qualities, knowledge and skills of the employee, which will ultimately increase the personal effectiveness of a particular 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 of a comprehensive system of adaptation, motivation, training and assessment of personnel. In this case, an individual development plan will be useful to both the employee and the company (Table 1).

Benefits of an individual plan

Marina Shurupova, Head of HR Department of the 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 a plan was not implemented because employees were not interested in it.

Yes, in one trading company Due to undeveloped customer service and low motivation of sellers, sales began to decline. The company's managers, 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 training and education events. After identifying the reasons, it turned out that when choosing training, the interests and wishes of sales people were not taken into account, while they had low awareness of the training goals and were not ready for changes - each of them was hostage to their habits and measured work process and at the same time considered themselves a 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 the individual development plan?

Ideally, an individual development plan should be drawn up by a manager together with his subordinate during a conversation. The HR manager oversees this process. You will need to evaluate the effectiveness of your activities: the results of certification and other types of employee assessments will be useful. Try to ensure that the employee takes an active part in drawing up his development plan. This will make it possible to more accurately determine his needs, career expectations, desires to develop in one direction or another, etc.

An individual development plan usually 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 being filled by the employee;
• about possible employee movements within the company (as part of both horizontal and vertical growth);
• about the employee's goals regarding professional growth;
• about possible career prospects*.

Elena Guryeva, Manager for recruitment and adaptation of personnel at 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 specific examples, what positive changes in your career will its implementation lead to. Then describe each point of the plan, discuss what each party will receive as a result. It is important not to impose a development plan on an employee, but to help him decide on methods and methods of training that will contribute to his career. Ideally, he would independently prepare a plan for himself and submit it to his manager for approval.”

Who needs an individual plan?

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

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

Tatiana 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 capable of being managers (and this is not always what the company needs). Such employees have the opportunity to acquire new knowledge and skills in their area of ​​functionality or in related areas, and become mentors, participants or leaders of new projects and innovation groups. For horizontal development, we do not draw up a detailed development plan. A simple list of activities is enough. Strategically, their implementation is monitored by the company's top management (twice a year), and more quickly - by immediate managers and HR employees responsible for this work. Vertical development is planned for employees who share the company's values ​​and are very loyal. For them, a well-developed and long term plan career development."

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

How often should an individual development plan be adjusted?

To work effectively with the plan, it needs to be adjusted. We recommend adjusting the development plan at least once every six months after assessing 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.

In what cases is it necessary to make adjustments to the plan? It happens that the position for which an employee applies after the plan is completed is vacated earlier (for example, due to the dismissal of the employee from the position he replaced) than the development plan is implemented. In such situations, many employers take risks and promote an employee who is clearly not fully prepared, but with great desire and ability, to a leadership position. In this case, it is necessary to make certain changes to the plan, for example, reduce the amount of theoretical training and focus on acquiring the practical skills necessary for a manager. Also, the reasons for adjusting the plan may be the employee’s low motivation to carry out the plan, its formal implementation, or lack of time for training.

Possible problems when implementing an individual plan and how to overcome them

Once a plan has been developed and approved by both parties, the company may encounter difficulties in implementing it. The most common problem is lack of motivation. To avoid this, ensure that the plan is balanced and takes into account the employee's personal aspirations. 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 prevent this from happening, it is necessary to clearly plan the professional and career growth of the employee. To do this, it is necessary to determine the employee’s potential, his development needs and, most importantly, whether his growth within the company is realistic.

Third, the employee does not meet the employer's expectations according to this plan. The reason for this may be a lack of understanding of the employee’s development goals or incorrectly selected training. In the second case, it is necessary to clearly define what theoretical and practical knowledge needed by the employee, and correctly indicate the preparation time frame. In addition, emphasis should be placed on acquiring practical skills that will be useful for performing the job.

Lada Seredyuk, deputy general director for 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 reasons and errors that led to such a situation. For example, talk to 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 employer’s expectations, you should not blame this is just his. This means that when drawing up an individual plan, a clear development goal that was equally understood by both the employee and the employer was not formed. With an agreed upon goal, we can outline the smaller steps of the plan. Any problem is always easier to solve when we break it down into smaller ones.”

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

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

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

Tatiana Iliopulo, Deputy Director for Personnel and Organizational Development of the Novard Group of Companies (Moscow):

“The main problem we face when implementing an individual development plan is the employee’s workload with operational activities. As a rule, the person himself needs to understand that in order to develop, he will have to sacrifice some of his personal time. If it exists and manifests itself in practice, then this is already 80 percent of success.

Ideally, when an employee completes the development plan and within a month takes the position for which he was trained. But in practice this does not happen often. As a rule, you have to wait some time (six months or even more) for a corresponding vacancy to appear. And the main thing here is that the employee does not burn out. The competent work of the company’s personnel management service will help with this.”

An individual employee development plan is one of the tools of the personnel management system. According to some experts, in order to reduce 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 development and who perceive the individual plan as help in determining the direction of their development.

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

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