How to draw up an employee development plan example. Individual development plan: example, concrete actions and goal. Beeline example

Each employer is interested in the development of the employee, especially if the person works for leadership position... Improving the employee's qualifications increases the overall efficiency of the enterprise. The development of an individual development plan (IDP) contributes to the improvement of the employee.

What is an individual development plan

A development plan is a set of training measures that contribute to the improvement of competence and professional growth. It is individual because it is compiled in accordance with the specifics of the work of a particular employee.

When developing a plan, you need to take into account the needs of the specialist, as well as the needs of the firm. For this reason, an individual development plan is beneficial for both the company and the specialist.

The implementation of the plan by an employee can be rewarded financially. In the individual development plan, development strategies are indicated, recommendations are made. The plan may indicate a list of books to be read, a number of seminars and lectures to listen to.

Planning objectives

An individual development plan is drawn up with the following goals:

• Increased staff loyalty.
• Professional development.
• Increasing the competitiveness of the goods produced by the enterprise.
• Increase in labor efficiency.
• Planned development of a specialist.
• Coordination of work goals.
• Improving the effectiveness of control.
• Turning hypothetical goals into action.
• Simplification of the analysis of the strengths and weaknesses of the specialist.
• Timely preparation for the modernization of the enterprise.
• Providing self-organization.
• Prioritization.

Without a plan, an employee can also develop, but it will be chaotic. In addition, the employer will not be able to track development results.

Who creates an individual development plan and for whom

Who is the development plan for? It is impossible to give an unequivocal answer to this question. The company can choose one of the following strategies:

• An individual development plan is developed for each employee. This model is based on the fact that each employee, regardless of his position, can improve the efficiency of the company.
• The plan is issued only for employees applying for high positions. The model is based on the fact that developing an individual plan is a complex and expensive process. Therefore, it is best to develop a plan only for those with high potential.
• The plan is drawn up only for the management team. The model is based on the opinion that the effectiveness of a company is determined by the effectiveness of management's actions.

The choice of model depends on which employees are contributing to the increase in the productivity of the firm. The development of these specialists will allow minimal cost increase efficiency. It makes sense to invest the greatest amount of effort into these employees.

The plan should be formulated by the manager together with the employee. However, in order to draw up a quality plan, the manager must have all the relevant knowledge. Not every manager has this knowledge. Therefore, you should involve a professional coach to help yourself.

Development plan stages

Consider the main steps for developing an individual development plan:

1. Training. Recommendations for development are developed and then studied by the employee. The employee forms the priorities for the development of the face. Planning consultation is ordered, if required.
2. Planning. A table is compiled, which indicates the priorities, development activities.
3. Coordination of the plan. The formed plan must be agreed with the head. If necessary, adjustments are made.
4. Plan approval. The plan is also approved by the manager.

The developed development plan is analyzed for compliance with the criteria:

• The presence of logic, reasonable consistency. It is assumed that the employee will first solve simple problems, and only then complex ones.
• Compliance with the main goal. The plan specifies the skill that the employee must develop. The tasks set should contribute to the formation of this skill.
• Setting deadlines. Developmental activities must be completed on time. This will make it easier to monitor their implementation.

It is important that the plan is realistic. That is, the employee must have time to complete all developmental tasks. For this reason, its standard workload must be considered.

Elements that make up the development plan

The structure of an individual development plan depends on the needs of the company and the employee. Typically, a plan includes these elements:

1. Information about the worker. This is the name, position, department in which the employee works, the planning period.
2. Tasks. It is necessary to list the current professional tasks.
3. Recommendations. It is necessary to list the recommendations for the development of professional competencies.
4. Objectives. It is necessary to list the goals for the implementation of certain measures, as well as indicate the time frame for achieving these goals.
5. Results of plan execution. The results are registered. Comments may be included in this section.

If required, the plan may include additional items.

When developing an individual development plan, it makes sense to be guided by these recommendations:

1. No more than two directions of development are established per year. Only in this case can proper efficiency be achieved.
2. Each direction should include a full range of activities: theory, training under the supervision of experienced specialists, practice.
3. Providing a uniform load throughout the year.
4. One and the same developmental method cannot be grouped in one period. The correct combination is important. For example, you shouldn't give an employee the task of reading books all month. Theory must be combined with practice.

Leaders must assess the resources to carry out the plan. These are material costs, time.

IMPORTANT! To make the plan even more effective, it makes sense to involve several specialists in its creation: employees, representatives of HR departments, consultants, coaches.

Example development plan

The development plan is drawn up in the form of a table. Let's look at an example. First, you need to indicate personal information: the full name of the employee, his date of birth, position, the period during which the plan will be relevant. Then this information is written:

The second part of the plan is results. They include an employee's self-assessment of his own development, an assessment by a manager. The manager can also provide specific comments.

IMPORTANT! Each task should have its own timeline. For example, an employee needs to read the specified book before June 1, attend the training before August 1.

For the development and further successful implementation of the Individual Development Plan (IDP), it is necessary to act according to the following algorithm:

1. DETERMINE THE COMPETENCE THAT NEEDS TO DEVELOP

As part of the development / acquisition of professional skills of teachers-mentors, it is necessary to determine which competencies are important to develop in order to carry out these activities efficiently and effectively. To help determine the development zone, use the working version of the competency profile:

Presentation skills

Facilitation skills

Working with group dynamics

Development of trainings

These competencies are described in more detail on pages 18-19 of the Workbook for Module 1 of the teacher-mentor training program.

The task:

2. TO DELIVER DEVELOPMENT GOALS WITHIN THE CHOSEN COMPETENCE

The development goal is a specific change that the teacher plans to make within the chosen competence. What kind of knowledge, skills and abilities does the teacher want to acquire? How will it change him professional behavior? What result will he achieve? How will you know that your development goal has been achieved?

For example, in the framework of the competence "Presentation skills", the teacher experiences difficulties in conveying information to the audience. Often gets confused in the process of informing, repeats in the information conveyed and loses the thought with which he opened the message.

Development goal formulation:

“Starting from 05/01/11, when conducting mini-lectures and during other public speeches, I clearly and structured convey information to the audience. To do this, I collect information, analyze it for the "need" for the audience, select the principle of structuring, prepare detailed plan speeches, check the language of the message for target audienceto which the message is posted. "

The task:

For each selected competency, develop at least 2 development goals. Use the IDR template to capture development goals.

3. DEVELOP SPECIFIC MEASURES TO ACHIEVE DEVELOPMENT GOALS

To increase the motivation for achieving development goals, it is necessary at this stage to develop specific measures, the implementation of which will help to achieve a comprehensive result. When selecting events, we recommend using the following training and development methods:

· Development in the workplace;

· Trainings and seminars;

· Feedback;

· Learning from the experience of others;

· Self-study;

Developing / special tasks

For more information on teaching and development methods, see pages 20-21 of the Module 1 Workbook for Teacher Mentors.

The task: develop at least 3 specific activities for each development goal. Use the IPR template to record the selected events.

Appendix 1 provides an example of filling out an individual development plan.

Appendix 1.

EXAMPLE of individual
development plan

An individual development plan, an example of which we will consider below, is a tool with the help of which an employee purposefully and systematically develops himself. the right qualities and skills. By itself, the IPR is a specific document that indicates specific goals development and certain actions with which you can achieve them.

Company benefits

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

• the employee begins to engage in his development in a more systematic and purposeful manner;
• coordination of work goals and development goals is ensured;
• opportunities for control and self-control appear;
• specific and general ideas of self-development are transferred to the level of implementation of specific actions;
• analysis of their weaknesses and strengths is carried out.

In the vast majority of cases, IPR is used large companies as a tool for self-development of managers working in 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 performance of personnel.

Employee benefits

For the employee, the example of which he receives in his hands is beneficial as follows:

• it allows you to timely prepare for any new projects, positions or upcoming changes in the organization;
• self-organization is ensured, since in the presence of an IPR it is much easier to include in your work or life plans any actions and events that help to achieve specific goals;
• identifies priorities and highlights that need to be addressed in the development and learning process.

Due to the systematic use of IPR, it is possible to determine the managerial potential of the company, as well as to forecast the main further development... Also, more experienced employees are involved in monitoring development and learning processes. Knowing an individual development plan, an example of which is issued to each manager, the company can engage in a more accurate HR policy.

Among other things, with the help of the IPR, the focus of the efforts used within the company strategy is provided. By contributing to the development of the IPR using internal and external consultants, the company provides assistance to managers in prioritizing and placing emphasis 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 studies 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, conducts an independent definition of development priorities, and, if necessary, consults with internal or external consultants. What to do if you can't draw up an individual development plan yourself? 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 out the table, indicating the priorities for his own development, and also draws up a map of developmental actions, which clearly indicates when and how he will engage in the development of the necessary skills.

Agreement

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

Statement

A ready-made individual development plan for an employee, examples of which can be found in specialized print mediathat has been approved by the consultants is sent to the managers or representatives of the HR department for final approval.

Areas of development

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

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

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

What should an example contain?

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

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

In the vast 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 majority of cases, it is customary to set plans for a period of about six months, and for already working employees, this time period can reach a year. For HiPO or employees with increased potential, such a plan can be drawn up immediately for a period of three to five years.

At best, the provision on personnel 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 competence 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 state structures is an integral part of the management and improvement of staff performance. With the help of this tool, 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 government 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 a civil servant to perform. At the same time, the coordination and approval of such documents is somewhat different from the above procedure.

How are they compiled?

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

If a person then the plan of individual development indicated by him is approved. 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 your profession;
• the quality of knowledge, skills and abilities;
• personal aspirations.

This is only a basic list of information that is taken into account when preparing this document. Individual development plans for civil servants, an example of one of which is given in the article, includes an indication and the duration of obtaining 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 departments, depending on which category this or that civil servant belongs to.

The preparation of the IPR is carried out in two copies, with one of the forms being sent to the employee's personal file, while the second is handed over to him. That is why, when an individual development plan is drawn up, an example of filling out should be mandatory so that you do not make any mistakes, and the damaged document is not entered into your personal file.

In order for the 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 his own development plan for 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 primarily represents a specific list of activities aimed at managerial and professional quality 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 embraces new horizons of his work and can perform a wider range of tasks.
• Fastening. 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 compiled separately for each specialist, since the main task of this document is to determine personal discrepancies between what level the official has at the moment and the one that is needed from him in higher positions ...

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

What do you need to know?

In the standard form of filling, the individual development plan includes three main elements that will develop in a civil servant: skills, knowledge and skills. The tools that will be used in the implementation of the drawn up plan of individual development 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 plans for professional development include attending various external or internal trainings aimed at improving qualifications, as well as all kinds of tasks that are mainly of a managerial nature. The main elements of internships, as well as the level of complexity of official tasks delegated to this official, are indicated as a separate item. In general, they are much more difficult compared to those that they encountered in carrying out standard duties.

Main aspects of drafting

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 an employee is going to gain should be relevant to his performance. It is worth noting that a civil servant has the opportunity to receive additional professional 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 his immediate duties.

The following can be indicated as the main directions of additional professional education:

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

And all this is just a basic 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 study foreign languageand most of them really need it. A number of other measures are envisaged aimed at the professional development of civil servants, among which the following can be noted:

• postgraduate studies;
• obtaining higher education;
• participation in symposia, 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 department of a particular department develops an example of an individual manager's development plan. Each year, it must deal with the formation of applications for training for civil servants within the limits of the available state order to conduct advanced training, internship or professional retraining... At the same time, it may indicate that, for example, he has scheduled courses of study for the spring in English, in the summer he will give a speech 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 personnel management. It should be noted that in this case the civil servant does not spend anything to acquire the necessary knowledge, and attendance at such events is fully paid from the state treasury.

The individual development plan (IDP) of an employee is such a great motivational tool that it is surprising why it is so rarely used. This is a classic case of the vin-vin strategy: an employee is purposefully and systematically engaged in improving qualities and skills, needed by the company... It is not that difficult to develop and implement (even if someone tries to scare you with invited coaches and special programs), and the synergetic effect for the company can be much higher than initial expectations.

What is IPR

This is a list of events (training, developing and consolidating new knowledge and skills), thanks to which the employee will develop professionally, gaining new competencies and increasing work efficiency. It is always compiled for a specific person, taking into account his personal goals, company goals and the characteristics of the position.

It can also record stages of career growth and / or promotion. wages in response to the employee reaching a certain professional level.

The IPR is usually compiled for six months or a year (for beginners, it can be 3 months), and for employees with high potential or in serious managerial positions - for several years. It can (and should) be adjusted as necessary, for example, if the vacancy for which the employee was "raised" became vacant faster.

For whom the IPR is compiled

The situation when each employee of the company has an individual development plan is somewhat idealized. It is quite understandable when an employer is quite satisfied with the current qualifications of an office manager or he has no desire to awaken unnecessary ambitions in an ordinary accountant. Therefore, most often the IPR is compiled for key specialists of the company, managers of various levels and representatives of the personnel reserve.

Benefits of an IPR for an employer

• Increased employee loyalty. The appearance of a sense of security and confidence in the future: if they develop me, they invest in me, it means that I am interesting and the company needs me.
• The ability to control the development of your specialists - so that it goes in the right direction and at the right pace.
• Expanding the range of tasks that a specific specialist can perform and increasing the level of their complexity.
• Formation of precisely those new competencies among employees that are needed for future tasks and projects of the company. Coordination of the potential of employees and the development strategy of the organization.
• The ability to build personnel policy taking into account the forecast of professional and career growth of employees.
• Growth overall effectiveness companies, if the main forces (and a relatively small budget) are invested in people in those positions that contribute to increasing productivity.
• Savings on the search and attraction of high-quality specialists and executives, as they are grown within the company.
• And yes, let's be cynical: a specialist can be "loaded" with additional serious tasks, which take not only working time... But we must remember that he has the right to fail them: "I am not a magician, I am just learning."

Growth programs work especially well in companies working in areas where the job market is oversaturated and it is easier to grow a competent employee than it is to find in the field.

Mikhail, head of marketing department: “One girl in my submission was striving for new professional horizons, but ours just subsidedSEO promotion. We made a plan, sent her to the seminar, bought the appropriate book, she herself collected the necessary information on the Internet. As a result, search engine optimization started working. Of course, we added her salary. But if we outsourced this task to an Internet agency, the costs would be more significant. "

Benefits of an IPR for an employee

• Meeting the need for professional development, which can provide career growth (both vertical and horizontal) and increase in wages.
• Self-organization: it is clear what to do, how to do it, with what result and in what time frame. It becomes easier to integrate learning into your work and life plans.
• Specification of goals in professional and personal development, which previously existed at an abstract level.

The list of benefits turned out to be shorter than for the company, but the first point is so weighty that it could not have gone further.

Types of development activities within the framework of the IPR

They can be very diverse, depending on the needs and capabilities of the company:

• Training within the company, if it has its own trainers, or through mentoring;
• External training at the expense of the company (attending seminars, trainings, master classes, taking courses, etc.);
• External training by the employee himself (attending seminars and trainings at his own expense, watching public lectures, webinars, etc.);
• Attending professional events: conferences, round tables etc.
• Reading professional and business literature;
• Participation in projects that provides new experience and development of acquired skills;
• Staff rotation;
• Internships;
• Passing various certifications;
• Performing tasks and assignments outside job description;
• Request for feedback from management, colleagues, subordinates and experts.

Expert advice : if an employee is tasked with studying certain books, then the result should be an appropriate synopsis. The same goes for attending all kinds of professional events, especially at the expense of the company. When a person has to write a report on the basis of an event, the concentration of attention increases sharply, and then he has to deal with putting the information received on the shelves. Such notes and reports may be useful for other people in the organization.

Stages of compiling an IPR

1. Assessment of the current level of competence of the employee, including the results of certification, if any.
2. Determination of key development goals of the employee in accordance with the needs of the company, development of recommendations.
3. Drawing up a table or map with a list of training, developmental and reinforcing activities. For each of them, the criteria for achieving the goal and timing should be indicated. It is important to maintain consistency so that the employee does not have to apply knowledge and skills not yet acquired. The complexity of the tasks performed should increase gradually.

An exception is when, due to circumstances, an unprepared person was assigned to new position some upfront. In such a situation, the missing competencies need to be picked up at an emergency pace.

1. Coordination of the development plan with all interested parties.

For one planning stage (for example, six months), it makes sense to develop only 2-3 key competencies at the moment. It must be remembered that the IPR is an additional burden to the standard work duties that must be performed first.

Specific examples of individual development plans can be found in specialized publications and on portals on the Internet.

Who is the IPR

Typically, the IPR is drawn up by the immediate supervisor of the employee together with him, under the supervision of a personnel specialist. If required and possible, external consultants are involved.

This can be done manually or using a special software... Naturally, the latter is advisable only for very large companies.

Errors encountered in the implementation of IPR

• IPR is designed for an employee who does not have an active position on the issue of self-development, has no interest in professional growth. Such a person will either fail the implementation of the plan, or will execute it purely formally.
• The IPR is imposed on the employee, is drawn up without agreement with him and does not take into account his personal goals and wishes.

Larisa, director of PR: “On one of previous places work once told me that they would prepare me for a promotion in six months. And under this pretext they began to use it in the tail and mane. I cannot say that I was against promotion, and new difficult tasks have always attracted me. But due to the ultimatum nature of these events, my enthusiasm almost halved, and an unpleasant aftertaste remained in my soul. "

• There is no motivation. The benefits from the implementation of the IPR are not explained to the employee, he does not understand why this plan is needed and what positive changes it will lead to. The second option: a person sees that career prospects are spelled out purely theoretically, and there is no real chance of promotion.
• Material motivation is connected - bonuses and bonuses and the implementation of individual points of the plan. This approach leads to the fact that the IPR is considered as a source of income and is again carried out formally.

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Striving for continuous development is a sign of professionalism, possessing which a specialist increases both his efficiency and the efficiency of the organization where he works. It is no secret that in the overwhelming majority of cases, managers want to see highly-potential employees in their team who are ready to develop their own competencies, taking into account the strategic goals of the company. It is obvious that the motivation for such cadres is to provide opportunities for self-development. But it is almost impossible to effectively conduct the development process of 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. The development assistant for a specific professional is an individual development plan (IDP).

Individual development planning 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 clearly understand the need to form an IPR, the main tasks of which are:
development of individual learning strategies;

• knowledge management;
• formation of intellectual capital;
• improving the efficiency of management 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: determining his strengths and weaknesses, skills that need to be developed or identifying the needs for developing additional competencies to move on to solving problems higher level.

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

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

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

Individual development: where to start?

Taking part in the process of individual development, the employee takes responsibility for determining his own priority development needs, choosing goals for training, methods and techniques, as well as evaluating his own results.

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

• The first and most important step on the path to individual development is understanding the need for this development. Here can come to the rescue HR specialist, who will advise the candidate or provide him with the necessary evaluation 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 definition of scope or directions of development, in which the data from one or more sources provided to the employee by his manager or HR department will be useful. This includes: the results of the 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 invited to analyze the degree of manifestation in himself of 8 factors, such as: leadership and decision-making, support and cooperation, interaction and presentation skills, analysis and interpretation and dr.
• The third stage is analysis of features learning process, awareness of the specifics of their learning style and the reasons that can affect the effectiveness of work. At this stage, the candidate determines his student profile and preferred teaching methods.
• Stage four - direct formation of an individual development plan, for which it is necessary to determine the result for each direction of development (based on SMART technology), select the necessary developmental actions, indicate the timing of 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 set 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 development activities. Here it is necessary to focus not so much on the achievement of certain results as on the implementation of the 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 sitessia.

You can get more detailed information about this tool and the features of working with it from your account manager or at the offices of the site ssia.