(note: Whenever I speak to groups I provide cards to them in case they have a question I cannot answer during our conversation(fyi: I call all my presentations ‘conversations’). My commitment is that I will blog answers in 2 weeks. This question was submitted to me after my Talent Scorecard presentation at the 2011 Wisconsin SHRM Conference in Madison. I do not edit questions – because my commitment is to answer what is asked.)
Question: How do you recommend supporting momentum once development plans are established?
In our time together the Talent Scorecard revealed that development plans are not being created for employees in general and high potentials. There are 3 foundational things that need to be established are part of building the habit of creating development plans. The foundational keys to a great development plan are: (fyi: I will use the term follower – if you are wondering why see this post)
- It comes out of a great performance conversation. By great I mean that the leader and follower sit down and agree on a couple of areas that are job related and one goal that is from the individual. The individual goal is something focused on long term growth or pursuing an interest. They earn the right to have a longer term goal by performing their job well and proving they can balance daily work and taking on some other assignments.
- The Follower owns the plan: The individual leaves the meeting committed to pursuing the projects, classes, conversations, or whatever else needs to happen as part of the plan. It is truly their development plan, and understand that they need to update their leader and initiate conversations around help they might need along the way.
- The leader owns the support: Support includes quarterly “How is it going?/What can I do questions?” If there is money for travel/time away from work they commit to providing it. If one of the development items is involvement in a project in another area or partnering with another leader to solve a problem, support might be just keeping their ears open for opportunities. They also must be responsive if asked for help.
Finally, What can HR do to support this? If the three things happen above, then HR should not find itself in the role of oversight. I would say in the first year a good check-in would be to meet with leaders to review the plans and have the “What worked?/What could we do differently? discussion.
In my experience, the most difficult part of this whole process is writing the goals. I would hate for the leader to get frustrated and say ‘good enough’ and the follower to feel kind of adrift. One way I have seen myself bring value to this conversation is to help people imagine different ways to address development needs that fit within the constraints of the situation (time, budget, etc). Remember that 90% of learning happens outside of a class, so often formal education is the easy and least effective way to address a need.
I think HR could provide lots of value by telling the leaders to get close in their conversation, then feel free to send people to us to help refine the plan prior to having the leader do a final sign-off. For some leaders, you might even find yourself spending a little time with them before the performance conversation helping them identify some recommended areas to focus on. Again, this fits into the partner role HR should be playing without putting us in an oversight/ownership role.
I know there are some HR professionals reading this, so I welcome any other comments.