The Individual Development Plan (IDP)

1. The Individual Development Plan (IDP) • Your IDP is a tool to assist you on your road to professional and personal success. • This is a guide to help you create an IDP to enhance your career, improve and broaden your skills, and position you to reach your highest possible individual and/or team performance.

2. YOUR IDP WILL…… • Make your job more engaging and rewarding. • Increase your professional achievements and value to your organization. • Help you begin to learn a lot more about matters that are interesting to you and relevant to accomplishing the Library’s work.

3. YOUR IDP IS…… • …a developmental tool. IDP preparation involves feedback, clarification, and discussion about developmental needs, goals, and plans. Supervisor-employee communication is key to the success of the IDP process. • …a vehicle to address your needs and the needs of the organization. (See the LC Strategic Goals 2008-2013 at http://www.loc.gov/about/mission/StrategicPlan07-Full.pdf) The best IDPs begin with a plan to maximize current job performance. The activities can assist the individual in meeting personal, professional, and organizational goals. • …an action plan to move you from where you are to where you want to be. It provides steps to build upon your current knowledge, strengths, and abilities and to minimize any skill gaps in order to enhance your performance as you pursue your career. • …a partnership between you and your supervisor. Your developmental needs are identified based on a comparison of skills required by the job and your present abilities. Your mutual interests and the organizational goals must be considered in the IDP process. Your supervisor will help you identify, refine, and reach your goals.

4. YOUR IDP IS…… (cont’d) • …a broadly defined development plan which includes on-the-job assignments, self-development activities, and formal classroom training. • …an active and ongoing process. Ideally, your IDP should be reviewed, updated, and changed as needed, but at least every six (6) months. • …required. Your supervisor will let you know what skills are needed to successfully perform in the current job. These are considered “position-essential skills.” Your IDP will help ensure that the Library and you have the skills needed to meet its goals. You will discuss your IDP with your supervisor at performance appraisal and progress review meetings throughout the appraisal period.

5. YOUR IDP IS NOT…… • …a performance plan or performance appraisal. Your IDP is not used as a means to formally assess your performance. • …a contract for training. Your training interests should be included on your IDP, however it does not replace a training request. Training is not guaranteed because it is included in your IDP. Training decisions are made between you and your supervisor and based on available resources. • …a way to clarify or revise a position description. If a position description does not accurately describe the duties performed, this is a matter for the supervisor and the Office of Human Resources Services (HRS) to resolve. • …a guarantee of a promotion. An IDP can help prepare an employee to become qualified and competitive for a higher-level position, but does not imply or guarantee professional advancement. • …a remedy for supervisor-employee relations issues. The IDP is only one part of the Library’s comprehensive efforts to enhance job satisfaction and promote cooperative work relationships.

6. Employee You are responsible for initiating your IDP. This includes drafting the initial plan, arranging meetings with your supervisor and others for assistance, taking full responsibility for following through with developmental activities, and keeping your supervisor updated on progress made and any changing needs or challenges. You are also responsible for initiating a review of the IDP with your supervisor during the appraisal period. You should identify ways to apply your learning in your current job. Supervisor Your supervisor will assist you in the development of your IDP by specifying, in detail, your role in helping to achieve the Library’s strategic goals, technical skills needed for the current job and/or enhanced marketability for future jobs, required and/or elective specialized training to be considered, and areas where new and/or revised skills are needed. Your supervisor will meet with you to provide feedback about strengths and developmental needs, coaching about possible developmental activities, and guidance on carrying out the IDP. Your supervisor will help you identify ways to apply your learning in your current job. WHO’S RESPONSIBLE FOR WHAT?

7. YOUR SELF-ASSESSMENT • Take ownership of your career: Start by listing your prior job experiences, training, and developmental activities. This background review provides valuable information regarding your current strengths and skills. Also, take this opportunity to review and update your current resume. Does your resume reflect the knowledge, skills, and abilities (KSAs) required for jobs of interest to you now or in the future? • Evaluate your current work performance: Be honest, what have you already discussed with your supervisor? What have co-workers mentioned? What KSAs are required for you to perform your job at a successful level? Look at your performance plan and position description. What are the core competencies you need to do your work at a successful level? What is the Library’s strategic plan and how does your position relate to those goals. If you are not sure, you definitely need to schedule a meeting with your supervisor.

8. Looking at your entire work and life experiences, recall a time when you felt most alive, most involved, or most excited about what you were doing. Write about that time here. Think about current and earlier work or non-work experiences. Recall efforts that went well, in which you invested time and energy. Write about those experiences here. __________________________________________________________________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ YOUR SELF-ASSESSMENT: EXPERIENCES

9. Describe two or three work related projects of which you are most proud: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What KSAs do you currently have that make it possible for you to achieve successful results? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ________________________________________________________________________________________________ YOUR SELF-ASSESSMENT: ACHIEVEMENTS

10. What do you value most about yourself as a human being, friend, co-worker? ________________________________________________________________________________________________________________________________________________________________________________________________ What is it about the Library that you value? ________________________________________________________________________________________________________________________________________________________________ ________________________________ What do you value about the work you do? ________________________________________________________________________________________________________________________________________________________________________________________________ What current work assignments do you most enjoy? ________________________________________________________________________________________________________________________________________________________________________________________________ YOUR SELF-ASSESSMENT: WHAT ARE THE QUALITIES YOU VALUE MOST ABOUT YOURSELF?

11. YOUR SELF-ASSESSMENT: STRENGTHS • Your current strengths are the foundation for successful performance. Your relationship with your supervisor will include building on those strengths. What do you consider to be your strengths? If you are comfortable asking a co-worker, find out what he/she thinks are your strengths? List them here: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

12. YOUR SELF-ASSESSMENT: STEP OUT OF YOUR COMFORT ZONE • Self-development is about maximizing existing strengths and learning new ones. • But let’s face it, all jobs include tasks or assignments that must be done to meet the Library’s goals, regardless of our skill level or interest. So in your planning, you must address skill areas that you may not have chosen to develop on your own. • List below two or three requirements/tasks in your job that you avoid doing, don’t enjoy doing, don’t know much about, or don’t think you are very good at doing. • If the above-identified requirements/tasks will continue to be important in your job at the Library and you have the ability to learn to do it well, jot down a plan for learning it through study/reading, training, coaching, or practice: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________

13. PLANNING YOUR IDP • Check In With Your Supervisor: Have a conversation with your supervisor about how you would like to help the Library meet its goals while practicing your new or enhanced KSAs. Also discuss position-essential skills you need to meet expectations for the current and future appraisal periods. • Align Your Goals: Remember to link your IDP to the Library’s strategic goals for 2008-2013. Anticipate future trends and KSA needs. • Identify Core Competencies: If your IDP goal is position-essential discuss your plan of action with your supervisor. Determine whether core competencies have been developed for your position and check your KSAs against the required competency level. • Keep Your IDP In Front Of You: This is a living document that can and should be adjusted throughout the appraisal period.

14. PLANNING YOUR IDP: STRATEGIC GOALS The Library’s Strategic Goals for FY 2008-2013 are: • Content: Expand and preserve in accessible form a unified and universal body of knowledge and creativity. • Customers: Improve our internal and external customer experiences in seamlessly finding and using Library resources. • Outreach: Increase awareness of the value and utility of the Library. • Organization: Increase Library-wide synergies and flexibilities to continuously improve quality and efficiency of delivery of products and services. • Workforce: Cultivate a talented diverse community of innovators devoted to public service. How does what you do help to achieve one or more of these goals? _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

15. PLANNING YOUR IDP: CORE COMPETENCIES • Your supervisor may have identified core competencies (KSAs) needed to achieve goals. Some competencies are already listed in your position description. New priorities and goals may require new competencies. • Throughout your appraisal period ask your supervisor if there are areas in which you need to stay current in your job, using best practices and state-of-the-art KSAs. • Stay alert and open to new ways of doing your work and accomplishing results.

16. Start Writing: Draft your IDP. It doesn’t have to be your final form. Jot down goals and think about how you might reach these objectives. These may include special assignments, self-study courses, and formal training. You can identify learning opportunities by gathering information from training guides or local colleges, and discussing on-the-job learning opportunities with your supervisor. Complete Your Identifying Information: Complete your name, current position title/series/grade, organizational unit, and current date on the IDP. Determine the Goal Range: Short-range-Career Goal (achievable in less than one year) and Long range-Career Goal (achievable in one year or more). Write Your Goal: You can specify a position, series and grade (Business Management Specialist GS-301-9) or simply indicate the name of a new skill, title, role, or personal attribute you wish to target (e.g., "Team Leader, Senior Accountant, better business writing, proficiency in MS Word, public speaking,…"). Set a Date: Attaching a date to achieve a goal will increase the likelihood of accomplishing your objective. If you need to make adjustments to the timeframe, that’s okay. Develop a Plan of Action: List work assignments, formal training, skills and abilities you’d like to develop, enhance, and apply. Ask a co-worker, mentor, coach, or supervisor for ideas and suggestions. WRITING YOUR IDP(IDP forms can be found at http://www.loc.gov/staff/cld/supervisor/performancemanagement.html)

17. WRITING YOUR IDP: Developing A Plan of Action Some helpful ideas include: • Personal Development Activities Reading Toastmasters • On-the-Job Training New assignments Details Shadowing Practice Exposure to higher-level/leadership thinking • Formal Classroom/On-line Training For example, - a Prince George's Community College or USDA course in Effective Business Writing, - free, in-house instructor-led classes at LC, or - 600 OLC on-line courses that can be found at http://www.loc.gov/staff/cld/

18. WRITING YOUR IDP: IDP Goal Categories Select a category for each goal. Is it: 1. Position Essential – Do you need this training or KSA to do your job today? Tomorrow? 2. Career Development – What KSAs will broaden your career choices? 3. Personal Development – What skills do you need to cultivate to be more effective in life?

19. WRITING YOUR IDP: IDP STATUS • Periodically review, update, and note your progress on your IDP goals in the status column. • Finally, sign your document. It is a contract you’re making with yourself.

20. FIND A COACH • A coach can help you focus. Your development is primarily your responsibility, but IDP preparation involves feedback, clarification, and discussion about your developmental needs, goals, and action plans—especially observations about areas that are difficult for you to see. • A good coach is not a teacher. Rather, a good coach helps you learn by working with you in partnership to help you envision new possibilities. • A coach can help to unlock your potential to maximize your work performance. • Identify 2-3 people who could coach you in one or more of your new KSA development areas. • Model someone’s behavior who is good at doing what you’d like to learn. • Supervisor-employee communication in the planning and implementation stages of your IDP is important.

21. KEEP YOUR GOALS IN SIGHT You can do it!!!!! Developed by Donna Friedman, LC/OCFO and Alison Pullins, HRS/WPD. For more information contact your Service/Support Unit workforce performance management point of contact.