IDP: LINKING TALENT TO RESULTS  

When the Individual Development Plan (IDP) was first introduced, many managers and employees misunderstood its purpose. I first encountered IDPs in 2000, when I had to implement them for a bank. At the time, the concept was new and managers were unsure how to manage it. 

Over the years, across different industries, I have seen the same misconceptions repeat themselves 🚨:  

• Managers worried they were losing control over employee development because the word “individual” suggested it was owned only by the employee.  

• Employees thought it was their ticket to attend any training they fancied, regardless of relevance.  

• Others feared it would expose their weaknesses, so they avoided it altogether.  

• HR often did not track progress, or did not know what to track, so the tool lost its impact.  

The result was that IDPs became extra paperwork with little effectiveness and almost no ROI.  

During my tenure at Shell, I experienced the best way IDPs can work. They were central to employee development and progression. Employees owned their plan, managers supported and sponsored the agreed development, and interventions went beyond training to include mentoring, mobility, and stretch assignments. That was when IDPs became a powerful lever for growth.  

Here is the missing link. IDPs should connect directly to the Talent Framework and succession planning. They showcase to management and boards how ready successor candidates really are. They act as a planning tool to accelerate development of successors. They build capability in a way that aligns people strategies with business results.  

💡 IDPs should be a leadership tool, not just a yearly exercise.  

How is your organisation using IDPs today? As paperwork, or as a driver of succession readiness?  

ZATA can help you design Talent Frameworks and implement Individual Development Plans that deliver business impact. 

Connect with us today to strengthen your leadership pipeline and accelerate growth.