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Individual Development Plans
Training & Organizational Development
Individual Development Plans
A forum for exchanging ideas about skills training, leadership training, management training, compliance training, e-learning, as well as organizational development and effectiveness.
My organization recently incorporated IDPs into annual reviews and I was asked to research what a resonable expectation should be for completion. While I'd assume that all employees would complete the
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Forums » Topic Forums » Training & Organizational Development » Individual Development Plans
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Individual Development Plans
posted at 12/8/2010 3:12 AM EST
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Posts: 8
First: 1/3/2007 Last: 1/27/2011 |
My organization recently incorporated IDPs into annual reviews and I was asked to research what a resonable expectation should be for completion. While I'd assume that all employees would complete their IDPs, being they will benifit them realistically this may not be the case.
I was hoping someone could give me a possible idea of a realistic percent we can expect to fully complete their plans. Thanks |
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Individual Development Plans
posted at 12/8/2010 4:32 AM EST
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Posts: 544
First: 9/27/2004 Last: 9/13/2011 |
Wow, "realistically"? 100% or else you should not be doing this. A best practice in setting goals is that they are attainable.
I know where this is coming from, the new buzz on the streets is that performance appraisals should focus on increasing human capital and not just be a conversation about expectations. But this is a lot easier said than done, the manager has to have open conversations about the employee's strengths and areas for development, experts recommend focusing on both strengths and weaknesses with an emphasis on strengths. From there they need to develop actionable goals and come up with a plan to follow through. If we break it down, that means there needs to be a strong relationship between the manager and employee, a good understanding of competencies and how they fit with business strategies, open communication, a true desire to build talent and the resources to investment in what it takes to develop the person. If this is the system your company wants to build, this is what it takes, otherwise it's just lip service. Be very careful because if you send the message that this is just another annual form to fill out, your performance appraisal system will be considered a bad joke - and if it's like most PA systems around the world, it probably already is. Ok, you asked a question, hold on to your socks. The failure rate across organizations for these kinds of initiatives is very high, some put it at 70%, most agree that it is certainly higher than 50%. In general, it's not the goals that are not realistic, it's the timeline. Human development does translate into organizational development. Human development that results in goal attainment takes about 3 years and from there it can 5-10 years to see the organization transform. My advice would be to start with organizational strategies, look at where you need to be in 3-5 years and figure out what talents you need to get there. Then begin talking to your people about how they best fit that plan and what they can do to stretch themselves. From there itâs just a matter of re-examining progress and yearly check points. |
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Individual Development Plans
posted at 3/15/2011 10:28 PM EDT
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Posts: 71
First: 12/6/2006 Last: 3/16/2011 |
Hi
the number that will realistically complete an IDP or PDP will depend on the population you are looking at. For example shop floor or customer facing operatives are much less likely than professionals to undertake such activity. The nature of the IDP will also make an impact on completion rates. For example is this optional development or compulsory? In a large study I undertook some time ago looking at some 2500 people (30% admin 70% professionals) we achieved a 38% completion rate with an optional scheme. In a healthcare environment with a mix of all employees with a "job requirement" to have personal IDP's the self completion rate was 78%. In both cases this was due to manager reaction rather than employee inaction. The key is getting ALL managers engaged with the concept some months before launch. Mike http://rapidbi.com/management/personaldevelopmentplanpdps/ |
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Individual Development Plans
posted at 4/6/2011 3:40 AM EDT
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Posts: 1
First: 4/6/2011 Last: 4/6/2011 |
My experience has been that a very small percentage of managers and employees take these seriously. Although there may be 100% participation, engagement in the process is low.
I believe developing employees is a daily activity, not a scheduled event. Having an IDP isn't going to make a difference if your culture doesn't support providing opportunities for employees in the form of projects and assignments that enable people to grow, enabling collaborative relationships to flourish or supporting learning and development opportunities that are aimed at personal and professional growth. |
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Individual Development Plans
posted at 4/20/2011 7:38 AM EDT
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Posts: 3
First: 11/10/2008 Last: 4/20/2011 |
An easier way might be to use the performance review meeting to ask where an employee would like to be in 3 to 5 years, what they think they would need to do to get there and how the company could assist them. A mutual written plan could be created, then reviewed/signed off on at a follow up meeting. A less intimidating approach. The thought of mandatory narrative forms causes stress in many people!
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