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Michelle Bush

Assuming two weeks of vacation a year, the average white-collar American works five days a week, 50 weeks each year, for multiple hours daily, and it’s a trend that doesn’t show signs of slowing down. However, despite the sheer amount of time spent at work, very few individuals spend more than an hour or two on one of the most important aspects of their career—their individual development plans (IDPs). When created properly, an IDP can be a powerful tool for addressing weaknesses, refining strengths, and taking charge of your career advancement and future. In addition, by spending more time on your IDP, you are more likely to identify new ways to approach your job that increase efficiency and effectiveness instead of hours spent in the office. Unfortunately, most of us have never been trained on creating effective IDPs, so the plan becomes more of an administrative exercise following a performance review or talent assessment than an opportunity to achieve tangible career goals. To help you take charge of your career and gain long-term opportunities, you should follow four key steps for creating successful IDPs. Step 1: Identify meaningful targets When choosing development targets, a common tactic is to turn to assessment results, such as multi-rater surveys, employee engagement surveys, leadership assessments, and so forth, and focus on the areas in which you scored the lowest. However, these skills or characteristics may not have been relevant to success, and as result, didn’t afford a lot of opportunity for growth. In addition, if you do not truly see the benefit of developing in these areas, and how it relates to success in your role, it’s harder to make sustainable and helpful changes. To avoid this, you should select two to three targets that you are most interested in developing—typically ones that are aligned with their current role, values, passions, and long-term career aspirations. For maximum results, carefully consider how each target will make you ore successful—whether in business, among customers, or with team members. Step 2: Define action items Once targets have been selected, the next step is to clearly define how to develop each target. Instead of creating a quick laundry list of to-do items, such as “expand my network with others” or “improve communication skills,” the actions should be specific, targeted and simple. You should be able to clearly know whether you have completed the action or not. Specifically list new or different behaviors and habits you will take on to achieve the target. A great example is “attend an international marketing summit and gain introductions to three colleagues from the international teams.” Step 3: Identify available resources In order to effectively achieve desired goals, it’s important to take advantage of available resources. According to the 70-20-10 rule, 70 percent of on-the-job learning will come from experience, such as taking on a new challenging assignment or solving a tough business problem. However, 20 percent of career development occurs from drawing on the knowledge of others, including mentors, direct reports, and peers. For this reason, it’s important to seek feedback from others or consider shadowing the behaviors of experts in your field. If individuals decide to use formal training (the final 10 percent in the leadership model), it’s important to pinpoint one or two concepts from the training that can be applied within the job. Step 4: Measure progress The final step for creating an effective IDP is to identify ways to measure progress. Measures can include quantitative elements, such as completion of action items, amount of time spent on an activity, and quantity of actions or measurable outcomes.  They can also include qualitative components, such as self-evaluation or survey feedback. Under this section, the goal is to create accountability via regular progress checkups so that the plan can be adjusted based on what is or isn’t working. A lasting impact The best IDPs are simple, but specific and fluid. Although you don’t have to spend months creating one, you should regularly dedicate time to thinking about your career goals and the specific steps you need to take to achieve them. Then, instead of creating the plan and forgetting about it shortly thereafter, make it a point to regularly review and update your IDP according to your progress and the plan’s relevance to your job. With the right plan and focus, IDPs can be used as powerful tools for achieving both short- and long-term career goals. In addition, individuals who frequently visit their plans often report more personal and professional fulfillment as they take more ownership over their careers and futures.

Making Your IDP Work for You

It’s difficult to underestimate the importance of learning to the success of Cerner, one of the largest health care information service providers in the United States, with $4.4 billion in annual revenues and over 23,000 associates. The company supplies customers with a variety of solutions and services developed and delivered by associates who must be equipped with the most up-to-date knowledge of information systems, software, and industry expertise. Cerner currently has more than 120 learning professionals meeting the learning needs of their associates, all of whom are working to elevate the company’s mission to contribute to the systemic improvement of health care delivery.Onboarding of new associates has been a key focus area for learning, and software engineering onboarding in particular has been a challenge given rapidly changing technology. In 2012, Michelle Brush, then Software Engineer Velocity Program instructor and now engineering director, realized engineering onboarding needed to be modernized. The company was still training new engineers on outdated systems and tools such as COBOL, Visual Basic 6, and C++ and did not focus much on real projects or challenges faced by today’s software engineers.Brush implemented an updated onboarding experience for new hires called DevAcademy. The goal of the new approach was to increase engineer code quality, decrease product defects, and improve client satisfaction. Brush also anticipated an increase in participants’ knowledge of their roles, a decrease in the recruiting costs associated with hiring more experienced programmers, and an increase in manager satisfaction of new hires.

Cerner: Using Progressive Onboarding Programs to Launch Employee Performance Case Study

Presents several abstracts on leadership. 'Crisis Leadership,' by Ruth Palombo Weiss; 'E-Leadership: A Two Pronged Idea,' by Mary Lynn Pulley, Valerie Sessa and Michelle Malloy; 'Turn Business Strategy Into Leadership Development,' by Paul R. Yost and Mary Mannion Plunkett; 'Fourteen Leadership Traps,' by William C. Byham.

Michelle Bush

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