individual development plan

Nowadays, learning does not stop after graduation, but it is considered as the starting point for the development of human resources in the occupation and in this regard, one of the tools to strengthen learning in individuals' professions is the individual development plan. In fact, this plan is a practical tool and a precise schedule to meet the professional needs of employees in line with the goals of the organization and employees’ occupation. Although the usage of this tool is very common, no purposeful study has been done in order to familiarize researchers with the various results of numerous global researches in the field of its implementation. Therefore, the purpose of this study is to examine the findings of global studies on the implementation of individual development plan and its effectiveness in organizations. The results of a total of 23 global and local researches indicate that most of them have emphasized the significant effectiveness of IDP implementation on the development of knowledge, improvement of professional skills and performances of employees, encouragement of professional responses and promotion of employabilities of the individuals. On the other hand, the results of some researches have considered the individual nature of this plan to be the cause of neglecting the macro-organizational strategies; and therefore, these studies have highlighted the lack of motivation and persuasion of the feedback method, the lack of effects on professional actions at the workplace, the ornamental nature and also unrealistic application of this plan. In some other studies, having sufficient support to implement the plan, the type of organizational learning environment, attention to work teams, leadership style, decentralization, and also supporting the coaches in their guiding roles have been mentioned as the factors and conditions for the effectiveness of this plan’s implementation.

This study was conducted to evaluate the feasibility of implementing an individual development program based on workplace learning in the National Petrochemical Company. The instrument of this research was designed by semi-structured interview method, five questions based on theoretical foundations and existing experiences in this field. To confirm the validity of the interview questions, the review method was used and for reliability, the reliability of the retest method was used. The statistical population of this study is the employees and senior managers of the National Petrochemical Company. 15 people were selected by snowball sampling method until reaching the theoretical saturation stage. Qualitative analysis method and code extraction from interviews were performed using MAXQDA software. The results showed that the factors of creating a healthy and happy educational environment, creating platforms for organizational intelligence, creating a platform for IT development, creating transparency in missions and goals and perspectives of the organization as underlying factors, personal development and learning the workplace as the final outcome, education Online and coherent training and the creation of a learning council as strategies, commitment of CEOs and senior managers to develop personal development program for employees and financial resources as intervening factors, personalization of training and emphasis on on-the-job learning were identified as key categories of this paradigm.

managers, especially human resource managers, are recognized as the most important guides in development programs and they can do this in a desirable way if they, themselves have the learning spirit and have a documentary individual planning for development and excellence. In our country, despite the attention to the development of managers in different fields, the approach of determining how to implement this development is not very relevant in terms of the specific competencies associated with the organizational domain and business environment and this issue has also been neglected in the banking system. The purpose of this research was to provide a pattern of the individual development plan for HR managers of the banking industry and to explain the components of the development plan and the relationships between them. To provide this framework, the literature and background, models, views and research on the individual development plan were widely studied and the primary pattern was designed, using the results of this step. Then, semi-structured interviews were conducted with 14 senior HR managers in the banking system, and the data were analyzed by using the software analysis (QSR Nvivo). In the following, A group interview was conducted in the form of a focus group with six human resource specialists in the banking industry and professors in this field to validate the proposed framework. Finally, in order to validate and prioritize these components, distribution of the questionnaire has been considered among 32 high-ranking HR managers of the banking system as another step of research. In the presented pattern in this study, the influential factors (strategy, culture and organizational texture), success factors (organizational requirements, design requirements and individual requirements), and Results (cognitive, attitude, skill and performance) are as the components of the individual development planning. Also, expected competencies and competency-based dimensions and how implementation of development measures for the HR managers of the banking industry are identified.

This research is aimed at explaining the effect of mentoring on succession planning focusing on individual developing plan. Raoul’s seven-pointed star model was used for the explanation of this issue. After the identification of the gap between the present situation and that of the desired one in the sixth phase، mentoring with individual development planning was recognized as the best tool for filling it. Research population included 400 employees who have taken the specific instructions for increasing their skills in Telecommunication Company of Iran. According to Cochran Formula، the sample group included 200 subjects. For collecting data for this descriptive correlative research، questionnaires were designed. Hypotheses were tested by structural equation modeling. The results indicated that the functions of career development and role modeling can be effective in the execution of individual development plan.