INDIVIDUAL DEVELOPMENT PLANNING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000800170011-8
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 1
• Document Creation Date: November 11, 2016
• Document Release Date: March 29, 1999
• Sequence Number: 11
• Content Type: REPORT

Approved For Releas 991 9/24: CIA-RDP82-00357RO00809 TOd'r1-8
Attachment 4 to FPM LTR. 412-2
INDIVIDUAL DEVELOPMENT PLANNING
1. The previous attachment discussed the importance of assessing
ndi
vid
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i
.
.
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s
n terms of the knowledges and abilities required for
maximum effectiveness in a particular managerial position. The
purpose of this attachment is to carry this process to its logical
conclusion--a periodically prepared schedule of developmental
experiences including both work assignments and formal training;
i.e., an Individual Development Plan (IDP). IDP's must be desi
d
gne
to meet specific developmental objectives determined jointly by the
individual and the supervisor and which are needed to improve
current performance and/or to prepare the individual for positions
of greater responsibility. The individual development planning
process provides a rational and systematic framework for meeting
developmental needs in terms of the knowledges and abilities
requir_c;; for a position, the organization's managerial manpower
needs, and the individual's career development goals. The
Commission publication Suggestions for Individual Development
Planning (EM TTAP No. 2, Octpber 1973), outlines the basic principles
of.-this process and describes the role of each participant.
2. Although IDP's may eventually be required for all Federal managers,
at this time they are especially needed for newly selected managers
and current managers selected for another managerial position.
Carefully planned and scheduled developmental experiences are
essential for filling in gaps in experience, sharpening managerial
skills, acquiring a deeper understanding of internal and external
environmental factors, and keeping pace with new developments in
technical or program areas.
3. Developmental experiences should also be planned to prepare an
individual for higher level responsibilities, but this type of
long range development is normally not appropriate for newly
appointed managers during the first year if it requires extended
periods of time off the job. Thus the development of new managers
should focus on the acquisition or sharpening of specific knowl-
edges and skills needed immediately for maximum effectiveness in
the newly occupied position.
Approved For Release 1999/09/24: CIA-RDP82-00357R0008001'70011-8