1. Individual Development Planning
Presented by:
Randy Bergquist
Assistant Director,
Learning and Workforce Development
Human Resources Staff
Justice Management Division

2. Briefing Overview Development and the Adult Learner
Organizational and Individual Needs
Preparing an Individual Development Plan
Identifying Developmental Objectives Through Assessments
Developmental Resources and Opportunities
IDP Exercise
Next Steps
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DOJ has responsibility for all seven.

3. Development and the Adult Learner
Ways People Learn
By Doing (Through Practice)
Through Observation
Through Imitation (watching and then performing)
Through analysis and conceptualization

4. Principles of Learning
Learning happens inside the learner and is activated by an instructor
Concepts presented must be directly relevant to the learner’s needs
Learning results from experiencing
Learning is enhanced if the process is interactive
Learning requires time and patience
Learning requires change
Learning involves the emotions
Each learner has a unique style of learning

5. Organizational Considerations
Organizational mission and goals
Program plans
Staff learning and development needs
Available time and funds for learning and development
Top management buy-in to learning and development activities

6. Individual Considerations
Development needed to improve current performance
Development needed which will have an impact on performing current duties in the near future
Development applicable to projected workforce needs in the foreseeable future
Note: Loss estimates are based on filling vacant positions via promotions; whereby backfilling will occur.

7. Preparing Your Individual Development Plan

8. What is an IDP?
A career development tool that may be used to help an employee navigate through their developmental activities such as formal training, on-line learning and developmental assignments
It is reviewed and discussed between the employee and his/her supervisor to ensure that individual needs align with organizational needs
It is not a contract, but rather a roadmap that may change as individual and/or organizational priorities change

9. Goal Ranges Micro 15 minutes to 1 hour Mini 1 Day to 1 Month
Short Range 1 Month to 1 Year
Medium Range 1 to 3 Years
Long Range 3 to 5 Years

10. Setting Goals
Specific
Measurable
Achievable
Realistic
Timeframe

11. Goal Selection Vertical – moving to the next higher position
Lateral – moving across functions
Realignment – moving to a lesser position in the organization
Exploratory Research – actively investigating other options
Job Enrichment – creating more challenge in the present job
Relocation out of the organization

12. Goal Selection
Consider other commitments: family; current work schedule; community obligations
Review previous learning experiences
Know your organization
Be honest with your self-appraisal

13. Advancing Your Career Career Constraints Professional Constraints
Occupational Limits
Lack of Qualifications
Organizational Constraints
Promotion Freeze
Staffing Pattern Ceiling
Personality Conflicts
Promotion Paths

14. Helpful Tools When Developing The IDP
Position Description – describes your duties and responsibilities
Performance Plan – contains elements and performance standards based on the position
List of general and technical competencies (e.g. OPM)
Feedback from supervisors, peers, and customers

15. Identifying Developmental Objectives
Write down your current basic duties
Select one duty at a time and determine the specific competencies required to perform that duty
Determine which competencies you already have versus those you need to develop
Eliminate those competencies you already have
Rank/prioritize those that are remaining
These are your developmental objectives

16. Developmental Resources and Opportunities
Classroom training
Job rotation/developmental detail
e-learning/computer based instruction
On-the-job training
Self-study
Field trips
Reading

17. Guidelines for Supervisors
Consider the employee’s current job standards
What skills are most necessary
What areas are proficient/less proficient
Consider organizational needs
Current and any potential changes in mission; technology; turnover; staffing needs; future program needs
Consider employee’s potential to meet current and projected needs; potential to assume different or expanded responsibilities
Assist in developing short and long range goals and learning activities that support the desired skills to meet goals
Offer suggestions and serve as a resource in conjunction with other coworkers; human resource professionals; upper management

18. IDP Process Employee Supervisor Employee-Supervisor Meeting IDP
Strengths
Org.
needs
Current
Job
Standards
Short term
goal
Employee
Supervisor
Needs
Long term
goal
Future
needs
Current
Performance
Employee-Supervisor
Meeting
IDP

19. Luck is when opportunity knocks and you answer – Anonymous
QUOTES
No wind favors he who has no destined port
– Michel de Montaigne
Within our dreams and aspirations we find our opportunities – Sue Ebaugh
Luck is when opportunity knocks and you answer – Anonymous

20. Questions and Answers