Personal Skill Development Plan

Bureau of Land Management
Individual Development Plan
The Individual Development Plan (IDP) is an organized approach to professional development activities and
program s that are designed to improve the em ployee’s professional sk ills and the Bureau’s pro ductivity. The
IDP is developed jointly by the supervisor and employee. It outlines the employee’s developmental
objectives and the developmental activity for achieving these objectives. The purpose of the IDP is to target
competencies and skills to be developed for two purposes: 1) for use and growth in the employee’s current
position2) for future career goals.
Technical credibility is the cornerstone for a successful career in any organization. Development in your
technica l area cou pled with leadersh ip deve lopm ent will set a s olid f oundation f or career growth. U se your I DP
as a tool to balance development in these two essential areas.
All employees are encouraged to use this form. The IDP is mandatory for all executives, managers, and
Note: this form is a “living docume n t” and should be updated throughout the year as actions are
completed, deleted, changed or added. We recommend that the ID P be used as a part of the Employee
Performance Appraisal process.
Sectio n 1: Employee Information
Employee Name:
Length of Service Information
Federal Service:
BLM Service:
Other (Industry, Self-Employed, Internship, etc):
Time in Position:
Are you completing this IDP as a result of participating in a 360 Degree Assessment?
O Yes O No
Section 2: Your Career Goals and Developmental Objectives
You and your supervisor should work togetherto complete the goals for successful performance in your
current pos ition and your shor t- and lo ng-term career goa ls. Your car eer goals may focus on develo ping your
technic al cr e dibility for your cur rent pos it io n or help ing you br i dg e int o a noth er positi on. The m or e spec if ic you
can be with defining your goals, the easier it will be to identify actions that will help you achieve them.
Short Term Career Goals (up to 1 year)
(Example: Improve skills to qualify for a Senior
Recreation Planner position)
Developmental Objectives
Objectivesdescribe what you needto learn or achieve
in order to reach yourshort termgoals.Developmental
objectives should be as specific as possib le Exam ples:
write NEPA documents, develop leadership skills,
improve presentation skill,improve technical
presentation skills, help in developing an RMPand
partnerships, etc…
Long Term Career Goals (2-5 years)
(Example Become a Field Manager)
Developmental Objectives
In this section describe what you need to learn or
achieve in order to reach your long term goal
Examples: learn how to facilitate a public meeting,
learn how to supervise supervisors develop others,
improve facilitation skills, understand the budget
process, work on RMP, etc.
Section 3:C om p et e ncy Revi ew
A solid org anizatio n is bu ilt on the prem is e that an yone can be a l eader . Leaders hip sho uld per m eate throu gh
all levels. Theframeworkbelow reflects leadership competencies targeted for various levels of employee
development.The listed competencies are not meant to replace or eliminate science or the technical
competencies. They are listed as a supplement to building on your technical credibility. Review this framework
with your super visor along with the item i zedlist of e ach of thes e com petenc ies in the Leadersh ip Competen c y
Check Liston the next page. Check those competencies you need to improve to support your short term
career goals and those you will need to develop which support your long term goals. Aftercompleting this
process for all 28 competencies, selectthe top 2-3 com petencies to target for your personal d evelopment this
year. Definitions of each competency are found in the appendix to this document.
BLM Leadership Development Competency Framework
Employee Level
Competencies Emphasized
Examples of Courses
*Executive (Leading and
Managin g Organizations)
External Awareness
SES Candidate Development
Manager (Leading a n d
Managing Programs)
Creativity and Innovation
Financial Management
Polit ic al Savv y
Strategic Thinking
Technology Management
Leadership Academy
Supervisory (Leading and
Managing People)
Conflict Management
Developing Others
Human Capital Management
Leveraging Diversity
Supervisory Training
Leadership Academy
Project Manager and Team
Leader (Managing Proj ects)
Influencing Negotiating
Team Building
Technical Credibility
Emerging Leaders
Transitioning to a Supervisory
Team Training
All Employees
Continual Lear n in g
Customer Service
Interpersonal Skills
Oral Communications
Problem Solving
Public Ser vice Mot ivat ion
Written Communication
New Employee Orientation
Local Perspectives
*Leadership Development at the Executive Level is managed by the Office of Personnel Management.
Leadership Competency Check List
Need to Impro ve in
my current job
Needed for career
Selected to Develop
Creativity and Innovation
External Awareness
Strategic Thinking
Conflict Management
Leveraging Diversity
Developing Others
Team Building
Customer Service
Problem Solving
Technical Credibility
Financial Management
Human Capital Management
Technology Management
Polit ic al Savv y
Interpersonal Skills
Written Communication
Continual Lear n in g
Oral Communication
Public Ser vice Mot ivat ion
Section 4: Developmental Activities
In this sectionyou should1) identify what type of training or developmental activities are needed to support
your career goalsand developmental objectives,2) identify the competency addressedfor each activity, 3)
the proposed time framefor the activity,and if indicated, 4) the actual or estimated cost for each activity.
Developmental activitiesthat are appropriate for IDPs include the following:
Classes, conferences and seminars
On the job training (OJT)
Video or computer-based instruction
Special proj ects /as s ignments
Reading books and professional journals
Structured interviews with content experts
Internships, apprenticeships
Rotation al ass ignments
Research and analysis
Task Forces/Committees
Correspondence and e-learning courses
General Management Evaluations (GMEs)
Developmental Details
Job swaps
Joining/leading community groups
Giving present at ions
Develop mental Activit y
Time Frame
Start - Complete
Total =
Section 5:Comments and Approvals
I understand this In dividual Development Plan (IDP) is being using in conjunction with t he employee’s EPAP.
The employee and I have discussed this IDP and will work jointly to assure that these strategies are
implemented in a reasonable and prudent manner. We understand that implementation is dependent upon the
commitment of the individual, supervisor, support, budget, workload and the needs of the organization. This
plan will be modified as situations or needs change.
Employee Additional Comments:
Supervisor Signature:
Employee Signature:
Appendix to IDP Definition of OPM Leadershi p Competencies
ECQ 1: Leading Change
Definition: This core qualification involves theability to bring about strategic change, both within and outside
the organi zat ion, t o meet or gan izati ona l go als. I n here n t t o this ECQ is the abilit y t o es tab lish a n or ga ni zatio n al
vision and to implement it in a continuously changing environment.
Creativity and
Develops new insights into situations; questions conventional approaches; encourages new
ideas and innovations; designs and implements new or cutting edge programs/processes.
Understands and keeps up-to-date on local, nati ona l, and int ernational polic ies and tren ds
that affect the organization and shape stakeholders' views; is aware of the organization's
impact on the external environment.
Is open to change and new information; rapidly adapts to new information, changing
conditions, or unexpected obstacles.
Deals effectively with pressure; remains optimistic and persistent, even under adversity.
Recovers quickly from setbacks.
Formulates objectives and priorities, and implements plans consistent with the long-term
interests of the organization in a global environment. Capitalizes on opportunities and
manages risks.
Takes a long-term view and builds a shared vision withothers; acts as a catalyst for
organizational change. Influences others to translate vision into action.
ECQ 2: Leading People
Definition: This core qualification involves the ability to lead people toward meeting the organization's vision,
mission, and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters the
development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.
Encouragescreative tension and differences of opinions. Anticipates and takes steps
to prevent counter-productive confrontations. Manages and resolves conflicts and
disagreements in a constructive manner.
Fosters an inclusive workplace where diversity and individual differences are valued
and leveraged to achieve the vision and mission of the organization.
Developing Others
Develops the ability of others to perform and contribute to the organization by providing
ongoing feedback and by providing opportunities to learn through formal and informal
Team Building
Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation
and motivates team members to accomplish group goals.
ECQ 3: Results Driven
Definition: This core qualification involves the ability to meet organizational goals and customer expectations.
Inherent to this ECQ is the ability to make decisions that produce high-quality results by applying technical
knowledge, analyzing problems, and calculating risks.
Holds self and others accountable for measurable high-quality, timely, and cost-
effective results. Determines objectives, sets priorities, and delegates work. Accepts
responsibility for mistakes. Complies with established control systems and rules.
Customer Service
Anticipates and meets the needs of both internal and external customers. Delivers high-
quality products and services; is committed to continuous improvement.
Makes well-informed, effective, and timely decisions, even when data are limited or
solutions produce unpleasant consequences; perceives the impact and implications of
Positions the organization for future success by identifying new opportunities; builds the
organization by developing or improving products or services. Takes calculated risks to
accomplish organizational objectives.
Problem Solving
Identifies and analyzes problems; weighs relevance and accuracy of information;
generates and evaluates alternative solutions; makes recommendations.
Technical Credibility
Understands and appropriately applies principles, procedures, requirements,
regulations, and policies related to specialized expertise.
ECQ 4: Business Acumen
Definition:This core qualification involves the ability to manage human, financial, and information resources
Understands the organization's financial processes. Prepares, justifies, and administers
the program budget. Oversees procurement and contracting to achieve desired results.
Monitors expenditures and uses cost-benefit thinking to set priorities.
Human Capital
Builds and manages workforce based on organizational goals, budget considerations,
and staffing needs. Ensures that employees are appropriately recruited, selected,
appraised, and rewarded; takes action to address performance problems. Manages a
multi-sector workforce and a variety of work situations.
Keeps up-to-date on technological developments. Makes effective use of technology to
achieve results. Ensures access to and security of technology systems.
ECQ 5: Building Coalitions
Definition: This core qualification involves the ability to build coalitions internally and with other
Federal agencies, State and local governments, nonprofit and private sector organizations, foreign
governments, or international organizations to achieve common goals.
Develops networks and builds alliances; collaborates across boundaries to build
strategic relationships and achieve common goals.
Polit ic al Savv y
Identifies the internal and external politics that impact the work of the organization.
Perceives organizational and political reality and acts accordingly.
Persuades others; builds consensus through give and take; gains cooperation from
others to obtain information and accomplish goals.
Fundamental Competencies
Definition: These competencies are the foundation for success in each of the Executive Core
Interpersonal Skills
Treats others with courtesy, sensitivity, and respect. Considers and responds appropriately
to the needs and feelings of different people in different situations.
Oral Communication
Makes clear and convincing oral presentations. Listens effectively; clarifies
information as needed.
Behaves in an honest, fair , and eth ical m anner . Sho ws consist ency in words and
actions. Models high standards of ethics.
Written Communication
Writes in a clear, concise, organized, and convincing manner for the intended
Continual Lear n in g
Assesses and recognizes own strengths and weaknesses; pursues self-
Shows a commitment to serve the public. Ensures that actions meet public needs;
aligns organizational objectives and practices with public interests.
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