Development Planning

User Guide
Corporate Leadership Development
GROUP LEARNING AND DEVELOPMENT
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GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
Development
Plan A development plan form should
include:

FORM  Development goals

 Competency to be developed
 Development activities (70-
20-10)
 Measures of achievement
 Desired time frame of
completion

A development goal can focus on

improving performance needed
for the employee’s present
position or target position.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 SAMPLE: Development Planning Template

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
This is a user guide to writing an effective
development plan. It details a step by step
approach on what to write in each column
of the template.

Be clear and specific about

all the details in each portion
of this document.

Please upload it in HR
Corporate Leadership Development
GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide Review.
STEP 1:
Development

Goals

Remember to focus on your

purpose and aspiration and
all else will follow
Corporate Leadership Development
GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 DEVELOPMENT GOAL: Goal Statement

Development Activities
S.M.A.R.T.
Development Competency A development
10% Measuregoal
of specifies
Line Manager
70% 20% (Coaching Achievement Support
Goals (Formal your
Trainingfuture state. It is where
(On-The-Job) and Feedback)
If Necessary)
you intend to be. Effective
Attend the
To improve Delivering Handle at least 2 To be coached development goals
-CustomerareWeekly 1x1
customer irate guests in by a Senior Communicating Feedback discussion with
service skills the transfer desk Agent  for 1- 2 
SMART. -Feedback from
with Influence LM to monitor
required to every month hours in a week training course on Peers progress with
handle irate from Jul to Dec from July to Dec 24-25 June, Specific
• 2013. -Feedback from Customer Service
guests by Jan 2013. 2013. Coach Orientation
2014
• Measurable
• Achievable
To improve Developing Practice To be coached NA
• Relevant
-Feedback of Weekly 1x1
coaching Talent coaching and by a Line • Time-bound
indirect reports
discussion with
capabilities in giving feedback Manager for 1- -Mentor’s LM to monitor
order to to 2 indirect 2  hours in a feedback progress with
prepare for a reports from Nov week from Nov
Your purpose and aspirations
Coaching &
supervisory role 2013 to Mar 2013 to Mar will lead you to your Feedback
by Apr 2-14 2014. 2014. development goal.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 DEVELOPMENT GOAL: Competency

Development Activities
S.M.A.R.T.
Development Competency Write hereMeasure
10% the closest
of Line Manager
70% 20% (Coaching Achievement Support
Goals (Formal competency
Training related to your
(On-The-Job) and Feedback)
If Necessary)
development goal. Please be
Attend the
To improve Delivering Handle at least 2 To be coached guided by the
-Customer Weekly 1x1
customer irate guests in by a Senior Communicating Feedback discussion with
service skills the transfer desk Agent  for 1- 2 
EK Competency
with Influence Framework
-Feedback from
.
LM to monitor
required to every month hours in a week training course on Peers progress with
24-25 June, 2013. -Feedback from
handle irate from Jul to Dec from July to Dec Ideally, you should include 1-
Customer Service
guests by Jan 2013. 2013. Coach Orientation
2014
2 competencies (not more)
from the 6 competencies
To improve Developing Practice To be coached NA your performance
-Feedback of is Weekly 1x1
coaching Talent coaching and by a Line monitored andreports
indirect measured
discussion with
capabilities in giving feedback Manager for 1- against. -Mentor’s LM to monitor
order to to 2 indirect 2  hours in a feedback progress with
prepare for a reports from Nov week from Nov Coaching &
supervisory role 2013 to Mar 2013 to Mar Feedback
by Apr 2-14 2014. 2014.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 DEVELOPMENT GOAL: Measures of
Achievement
Development Activities
S.M.A.R.T.
10% Measure of Line Manager
These are indicators
Development of
Competency 70% 20% (Coaching Achievement Support
Goals (Formal Training
success. The measures are (On-The-Job) and Feedback)
If Necessary)
clear criteria that can tell how Attend the
To improve Delivering Handle at least 2 To be coached -Customer Weekly 1x1
much you have developed.
customer irate guests in by a Senior Communicating Feedback discussion with
Youskills
service can focus on quantitythe transfer desk Agent  for 1- 2  with Influence -Feedback from LM to monitor
training course on
(e.g. to# of
required every month hours in a week
24-25 June, 2013.
Peers progress with
handle irate from Jul to Dec from July to Dec -Feedback from Customer Service
complaints/complements
guests by Jan for
2013. 2013. Coach Orientation
Customer Service) or quality
2014
(feedback from colleagues,
line manager,
To improve coach, mentor,
Developing Practice To be coached NA -Feedback of Weekly 1x1
coaching Talent coaching and by a Line indirect reports discussion with
customers or stakeholders).
capabilities in giving feedback Manager for 1- -Mentor’s LM to monitor
order to to 2 indirect 2  hours in a feedback progress with
prepare for a reports from Nov week from Nov Coaching &
supervisory role 2013 to Mar 2013 to Mar Feedback
by Apr 2-14 2014. 2014.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 DEVELOPMENT GOAL: Line Manager
Support
Development Activities
S.M.A.R.T.
10% Measure of Line Manager
Development Competency 70% 20% (Coaching
(Formal Training Achievement Support
Goals
How will progress be (On-The-Job) and Feedback)
If Necessary)
monitored by your line Attend the
To improve Delivering Handle at least 2 To be coached -Customer Weekly 1x1
manager, and how often? Be
customer irate guests in by a Senior Communicating Feedback discussion with
as specific
service skills as you can the transfer desk Agent  for 1- 2  with Influence -Feedback from LM to monitor
training course on
regarding
required to who is involved every month hours in a week
24-25 June, 2013.
Peers progress with
handle irate from Jul to Dec from July to Dec -Feedback from Customer
and how
guests by Jan often progress will
2013. 2013. Coach Service
be
2014 assessed. Orientation

To improve Developing Practice To be coached NA -Feedback of Weekly 1x1

coaching Talent coaching and by a Line indirect reports discussion with
capabilities in giving feedback Manager for 1- -Mentor’s LM to monitor
order to to 2 indirect 2  hours in a feedback progress with
prepare for a reports from Nov week from Nov Coaching &
supervisory role 2013 to Mar 2013 to Mar Feedback
by Apr 2-14 2014. 2014.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
STEP 2:
70-20-10 The 70-20-10 rule of
development defines

Rule
development occurring in 3
main ways: on-the-job
experiences; relationships,
networking & feedback; and
formal training opportunities.

The 70-20-10 refers to how

you should allocate
development activities: 70%
of all development should
occur on-the-job, 20% from
relationships, networking and
Corporate Leadership Development feedback, and 10% from
GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
formal training opportunities.
 On-the-job development

70
 New and challenging experiences
 Projects
 Stretch goals
 Opportunities for practice

Learning and development through others

20
 Coaching
 Feedback (informal or formal)
 Mentoring
 Joining a professional association
 Networking

Formal Learning

10
 Courses and activity-based workshops
 Online learning
 Certification or diploma programmes
 Seminars and masterclasses

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 70-20-10 RULE: On-the-Job
What challenging assignments should you work on to build skills and achieve
developmental goals?

Development Activities
10%
70% 20% (Coaching
(Formal Training
(On-The-Job) and Feedback)
If Necessary)
Handle at least To be coached Attend the
2 irate guests by a Senior Communicating
effectively at Agent  for 1- 2  with Influence
the transfer hours in a week training course on
desk every from July to Dec 24-25 June, 2013.
month from Jul 2013.
to Dec 2013.

Practice To be coached NA
coaching and by a Line
giving feedback Manager for 2 
to 2 indirect hours a Month
reports from from Nov 2013
Nov 2013 to to Mar 2014.
Mar 2014.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 70-20-10 RULE: Support Needed
This section is about the additional support needed to achieve the employee’s
goals (e.g., feedback, coaching, mentoring)

Development Activities
10%
70% 20% (Coaching
(Formal Training
(On-The-Job) and Feedback)
If Necessary)
Handle at least 2 To be coached Attend the
irate guests by a Senior Communicating
effectively at the Agent  for 1- 2  with Influence
transfer desk hours in a week training course on
every month from July to 24-25 June, 2013.
from Jul to Dec Dec 2013.
2013.

Practice To be coached NA
coaching and by a Line
giving feedback Manager for 2 
to 2 indirect hours a Month
reports from Nov from Nov 2013
2013 to Mar to Mar 2014.
2014.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 70-20-10 RULE: Formal Learning
Is there any specific training, educational experiences, and performance
support measures (including online learning) that can help me develop the
desired skills?
Development Activities
10%
70% 20% (Coaching
(Formal Training
(On-The-Job) and Feedback)
If Necessary)
Handle at least 2 To be coached Attend the
irate guests by a Senior Communicating
effectively at the Agent  for 1- 2  with Influence
transfer desk hours in a week training course
every month from July to Dec on 24-25 June,
from Jul to Dec 2013. 2013.
2013.

Practice To be coached NA
coaching and by a Line
giving feedback Manager for 2 
to 2 indirect hours a Month
reports from Nov from Nov 2013
2013 to Mar to Mar 2014.
2014.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
Frequently
Asked
Questions

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 Frequently Asked Questions

 I am satisfied with my current job and I am not interested in moving into

any other position. What can an Development Plan (DP) do for me?
Development does not just mean moving to another job, hence, the DP can be
related to your growth in your current job—mastery of skills or learning different
facets of the job. Employees must work at maintaining and improving current skills,
remaining productive, and being successful. Very few employees are in a job that
will look the same in two years. Requirements for your job may be constantly
changing and it is critical to be current—if not ahead of the game.

 Once a development goal is identified and included in my DP, can I change

it?
Absolutely. Unexpected situations can make some planned development activities
impossible and events can occur within the business that require a focus on skills
and activities that were not planned. While a DP is structured, it allows flexibility
when required. Please discuss and agree the changes to the DP with your direct
supervisor.
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GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 Frequently Asked Questions

 Is this a performance appraisal? What effect does the DP process have

on my performance appraisals?
A DP is not a performance appraisal. The DP focuses exclusively on the
employee’s growth and development. Actual performance will certainly enter
into the discussion, but the DP discussion is not a performance review.
Performance appraisals and DP discussions are two separate but related
conversations. Clarity of purpose should be present especially if the two
discussions are held at the same time. A development plan in an enabler of
performance.

 After accomplishing my development plan, what is next?

Time to make a new one. Ideally, a development plan is good for one fiscal
year. However, some development goals take less or more than a year to
accomplish. You need to go back to the development planning process of
identifying new goals. Development is a continuous process.
Corporate Leadership Development
GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide
 Frequently Asked Questions

 Do I get promoted after completing the development plan?

Promotion is outside the scope of development planning. Being
promoted means qualifying for a higher position based on
recruitment standards and procedures. Development planning can
help you acquire the competencies needed for a targeted position
but it does not automatically result into promotion.

Corporate Leadership Development

GROUP LEARNING AND DEVELOPMENT | Development Planning User Guide