Sub navigation
Three rows sit under the module while it is open:
- My Plan, your own development plan.
- Learning Library, everything the workspace holds.
- Team Resources, for managers, covering the people they manage.
My Plan
What you are working on, with milestones and dates. The overview shows progress against each part of the plan and what is due.
A plan is built from four parts:
- Objectives, what you are developing towards, each with milestones.
- Competencies, the skills the plan is about.
- Strengths, what you already do well.
- Resources, the material assigned to you.
Your manager edits the plan with you. It is not a form somebody fills in about you once a year.
Learning Library
Everything the company holds, browsable as a grid. Resources come in six kinds: course, article, video, book, workshop and podcast.
The library is also indexed by the problem a resource solves, grouped into leadership and management, communication, execution and planning, technical excellence, and growth and strategy. That is the index a manager actually uses: somebody struggling with delegation needs the resource for that, not a category called Leadership with forty items in it.
A resource
Its type, what it covers, how long it takes, and your progress through it. When you finish one, record the outcome: strong improvement, good progress, some improvement, needs more work, or recommend a retake.
Recording the outcome is what makes the library improve. A resource nobody improves from is one the workspace should stop assigning.
Sharing a resource
Managers can assign a resource to one person or several, with a note about why. It lands in their plan and in their inbox.
Performance improvement plans
Where a plan has become formal, it is tracked here with its severity, its milestones and its dates. It is the same machinery as an ordinary plan, made explicit.
Team Resources
A manager's view of the people they manage: each person's plan, what they have been assigned and how far through it they are.
From a person's plan you can open Goals to set them an objective, or Feedback and Recognition to say something about them. Those are navigations that carry the person with them, so the destination is somewhere you can come back from.
How it connects
- A resource assigned to you appears in your Inbox.
- Development objectives can become objectives in Goals and KPIs.
- Competencies come from the framework in Talent.
- Progress is evidence in Reviews and appears in Manager Cockpit.
Common questions
Who can edit my plan? You and your manager. The plan is a shared document rather than something done to you.
Can I add a resource the company does not have? Ask for it to be added to the library. Keeping resources in one place is what lets the company tell what is worth assigning.
Is a performance improvement plan visible to everybody? No. It is visible to the person, their manager, and the people entitled to read performance data.