A GUIDE TO
EFFECTIVE INDIVIDUAL
DEVELOPMENT PLANS
Individual Development Plans (IDPs) offer an opportunity for managers A few tips for successful
and staff to work together to encourage growth and advancement of review check-ins:
each staff member. These plans are co-written between staff and their • These discussions are meant
supervisors during one-on-one conversations and can lead to engaged to be a coaching experience.
staff who feel supported and encouraged by their manager. When IDPs Allow the team member to
are developed and put into action, staff grow their skills and organizations lead the discussion about
see engaged, dedicated, and empowered team members. their goals.
IDPs may include near-term or long-term goals and can include both • Supervisor feedback should
personal and professional goals, depending on the organization’s over- be timely, specific, balanced,
all staff engagement strategy. Goals may include improving a skill set, and supportive. IDP conver-
accomplishing a specific project, leading an initiative, taking on a new sations are not meant as
responsibility, earning a promotion, etc. The goal of the organization is an opportunity to have a
to support, motivate, retain, and grow your team members. disciplinary discussion;
however, don’t be afraid
For these plans to work, the staff member, supervisor, and organization to give constructive feed-
leadership need to be fully committed to the individual development back. Be prepared to accept
process and the power behind fully supporting the goals and vision of constructive feedback
individual team members. An organization that offers IDPs without full regarding the support you
support risks disengagement of the team members involved. Rather than provide as a supervisor.
a superior-subordinate relationship, IDPs require a supervisor who sees • Genuine appreciation and
themselves as a coach or mentor. validation are important
in these conversations.
As such, IDPs must be addressed and reviewed regularly and involve
engaged supervisors. Full IDP meetings should happen every six months, • Don’t give feedback when
while the 2-Minute Check-in can occur anywhere from weekly to monthly. you are angry or if you
Feedback should be frequent and consistent—not an annual event. Your are distracted by other
organization or regulators may have specific annual review requirements. emergencies.
The IDP process can operate in parallel to those requirements and is an • Truly listen! Positive staff-
enhancement rather than an annual review replacement. The purpose supervisor relationships
of the IDP is to have regular conversations about expectations, progress, make work more enjoyable
support, growth, and encouragement. Staff who have positive relation- for everyone (including
ships with colleagues and supervisors are more likely to stay. supervisors and leaders).
GETTING STARTED WITH THE INDIVIDUAL DEVELOPMENT PLAN
It is important that every team member at [organization name] has an opportunity to grow their skill set,
advance their career, and accomplish personal and professional goals with our support. To achieve this,
we use an Individual Development Plan (IDP) to ensure each team member receives support and
encouragement to realize their aspirations for growth.
The IDP is developed between each team member and their supervisor and will be reviewed [weekly/monthly/
quarterly] during one-to-one meetings. The goal of this document is to identify near-term and long-term goals
for advancement and to strategize steps to help you move toward and accomplish each goal. When completing,
consider how you might learn new skills, elevate existing skills, or explore new career pathways that may
interest you.
Our vision is that you will:
• Identify personal and professional goals to help you advance in work and life.
• Identify strengths, opportunities, or other areas of focus that you are passionate about advancing.
• Stay connected and engaged with [organization name] as you advance in your career!
Step One: Brainstorming
Yale University developed the Venn diagram below to illustrate the overlap of important criteria to include
within your goal settings: competence, organizational need, and passion. Your goals should be selected in
a way that advances each of these important areas.
INGREDIENTS FOR PROFESSIONAL DEVELOPMENT
Where do I want to be? Questions to consider:
1. What aspects of my job
do I love most?
2. What talents do I have?
What am I great at? What is important to 3. What am I passionate about?
Competence learn or get better at?
4. What am I interested
in learning?
5. What makes me feel
accomplished or important
at work?
6. What would help me feel
Organizational more competent in my job?
Passion
Needs 7. Where do I want this job to
lead? Do I want to deepen
my expertise within this role?
Do I want to progress into a
new role?
What does the What do I love doing?
organization need? What energizes me?
INDIVIDUAL DEVELOPMENT PLAN TEMPLATE
REVIEW
What accomplishment are you most proud of since your last review?
Skills Assessment
Strengths Knowledge Passions Opportunities Supervisor Input:
(3–5) Gaps (1–3) (3–5) (1–3)
1. 1. 1. 1.
2. 2. 2. 2.
3. 3. 3. 3.
4. 4.
5. 5.
NEAR-TERM GOALS (6–12 MONTHS)
Goal (1-2) Incremental What help is Are there Who else How will you Target
Steps (1–3 needed from barriers to might help know you’ve completion
What do steps per goal) supervisor or your success you achieve met your goal? date
you want to leadership? at home or this goal?
accomplish or What will at work? What metrics
do differently? help you reach What support How might Are there might you track
your goal? or permission you over- other depart- or tangible
i.e., training, is needed? come those ment leaders, outcome will
job shadowing, What type of challenges? colleagues, prove success?
research, special assignments, or support
project experiences, Who can remove staff who
coaching, or the barriers? might assist?
learning do What support
you need? is needed?
1. 1.
2.
3.
2. 1.
2.
3.
LONG-TERM GOALS (2–5 YEARS)
Goal (1-2) Incremental What help is Are there Who else How will you Target
Steps (1–3 needed from barriers to might help know you’ve completion
What do steps per goal) supervisor or your success you achieve met your goal? date
you want to leadership? at home or this goal?
accomplish or What will at work? What metrics
do differently? help you reach What support How might Are there might you track
your goal? or permission you over- other depart- or tangible
i.e., training, is needed? come those ment leaders, outcome will
job shadowing, What type of challenges? colleagues, prove success?
research, special assignments, or support
project experiences, Who can remove staff who
coaching, or the barriers? might assist?
learning do What support
you need? is needed?
1. 1.
2.
3.
2. 1.
2.
3.
PERSONAL GOALS
Goal (1-2) Incremental What Are there Who else in How will you Target
Steps (1–3 support or barriers to your personal know you’ve completion
What do steps per goal) encourage- achieving life might help met your goal? date
you want to ment is this goal? you achieve
accomplish What will help needed from How might this goal? What metrics
outside of you accomplish colleagues, you over- might you track
work? Consider this goal? your super- come those or tangible
physical health, visor, or challenges? outcome will
mental health, leadership? prove success?
wellness, family,
friends, hobbies,
etc.
1. 1.
2.
3.
2. 1.
2.
3.
Need ideas for professional development activities?
• Attend a training, a conference, or enroll in an online course
• Read a book in a key subject matter area
• Lead or attend a meeting that you don’t usually attend
• Participate in or lead a new project to build a specific skill
• Participate in or lead a quality improvement initiative
• Lead or participate in a committee or task force
• Engage with a local or LeadingAge committee or affinity group
• Job shadow, conduct an informational interview, or meet with the CEO
• Assist or job shadow in another department
• Connect with peers in another organization
• Become a peer mentor or a reverse mentor
• Engage with the people you serve or their families in a new or innovative way
• Take on a new responsibility
• Is there a new innovation, regulation, or competency you need to learn to grow in this field?
INDIVIDUAL DEVELOPMENT PLAN MEETING AGENDA/SCRIPT
The full agenda only requires discussion 2 times per year. The 2-Minute Check-in agenda can be used between full IDP meetings.
TEAM MEMBER’S TASKS MANAGER’S TASKS
• Complete a draft of the IDP in advance • Complete the “Supervisor Input” sections
• Review your draft IDP with your manager of the IDP
• Describe what led to your responses • Listen to the staff member’s review of their
draft IDP and ask questions
• Listen to your manager’s input
• Provide input, direction, and support
• Finalize your IDP into a document that
both you and your manager agree upon • Share feedback on your experience with
this meeting
• Share feedback on your experience
with this meeting • Review your role in the team member’s
development (removing barriers, scheduling
• Schedule your next check-in
a training, etc.)
• Schedule your next check-in
AGENDA/SCRIPT
Status Update (Review section of IDP) — Team member leads this section
• What aspects of your job do you enjoy most and what do you enjoy least?
• What are your strengths?
• What do you need help learning?
» Opportunity for manager to respond
> What does the manager see as the team member’s strengths and opportunities?
Professional Goals Discussion (Near-Term and Long-Term Goals Section of IDP) — Team member leads this section
• Review the following: your goals in your IDP (including the incremental steps), help you need from your
supervisor, potential barriers to success, those who may assist in your progress, and the metrics listed.
» Opportunity for manager to respond
> How do your team member’s goals align with your organization’s mission, vision,
and strategic plan?
> How does their goal impact the people you serve?
> What ideas do you have that may assist the team member’s development?
> What actions will you take to remove identified barriers?
> Are there any unrealistic or unattainable components to the IDP that need to be addressed?
Personal Goals Discussion (Personal Goals Section of IDP) — Team member leads this section
• Review the personal goal you have set for yourself
• Why is this goal important to you?
• How can your supervisor support you in attaining this goal?
» Opportunity for manager to respond
> Offer validation of importance of work-life balance and personal goals
> What encouragement can you provide that will support the team member’s personal goals?
Review — Team member leads this section
• What actions are you committing to complete before your next check-in?
• What is your supervisor committing to complete before your next check-in?
• Are there any final questions or comments? Are you both clear on next steps?
• Schedule next check-in
Evaluate — Supervisor leads this section
• How did this meeting go?
• Do you have the support you need to move forward?
2-MINUTE CHECK-IN AGENDA/SCRIPT
The 2-Minute Check-in can be used 1–4 times per month depending on need. The purpose is to stay connected and offer
continuous support as staff grow in their careers and to build positive relationships.
TEAM MEMBER’S TASKS MANAGER’S TASKS
• Review your IDP in advance • Listen to the staff member’s review of their
• Update your supervisor on progress progress and ask questions
• Listen to your manager’s input • Provide input, direction, support, and
encouragement
• Share feedback on your experience
with this meeting • Share feedback on your experience with
this meeting
• Schedule your next 2-Minute Check-in
• Schedule your next 2-Minute Check-in
AGENDA/SCRIPT
Status Update on Professional Goals — Team member leads this section
• How are you progressing on your goals?
• Do you need any help?
• Do your goals need to change?
• Are you experiencing any challenges with other colleagues, understanding training materials,
or accessing development tools?
» Opportunity for manager to respond
> How will you support challenges the team member is experiencing? Provide encouragement
or motivation for continued progress.
Personal Goals Discussion (Personal Goals Section of IDP) — Team member leads this section
• How are you progressing on your personal goals?
• How can your supervisor support you in attaining this goal?
» Opportunity for manager to respond
> Offer validation of importance of work-life balance and personal goals
> What encouragement can you provide that will support the team member’s personal goals?
Review — Team member leads this section
• What actions are you committing to complete before your next check-in?
• What is your supervisor committing to complete before your next check-in?
• Are there any final questions or comments? Are you both clear on next steps?
• Schedule next check-in
Evaluate — Supervisor leads this section
• How did this meeting go?
• Do you have the support you need to move forward?
SOURCES
Individual Development Plan templates adapted from the following sources:
Individual Development Planning, Yale University, 2022
Individual Development Plan: Guide to Getting Started, Yale University,
The Individual Development Plan (IDP): Chart Your Course, University of Nebraska-Lincoln, 2022
Professional Development Guide, University of California San Francisco, 2022
Employee Career Development Plan, SHRM
Adobe Check-In Toolkit, Adobe, 2015
Use and effectiveness of the Individual Development Plan among postdoctoral researchers: findings
from a cross-sectional study, National Library of Medicine, 2018, doi: 10.12688/f1000research.15610.2
Personal Development Plans: Insights from a Case Based Approach, Greenan, P., Institute of Education
Sciences, 2016
Relevance of Employee Development Plans in Employee Performance Management, John, J., Maharishi Arvind
Institute of science and management, 2010
The Future of Employee Development, Dachner, A., Ellingson, J., Noe, R., Saxton, B. John Carroll University, 2019
