CEB Corporate Leadership Council™

HR Business Partner Individual

Development Plans

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INSTRUCTIONS FOR COMPLETING IDP TEMPLATES
Using Your Individual Development Plan
The Individual Development Plan (IDP) enables you and your manager to articulate a customized development strategy to steward your growth within the
organization.

Suggested Process for IDP Completion

1. Customize the IDP based on your performance review, manager and peer feedback, and individual career aspirations.
Note: CEB has prepopulated the IDP with key development objectives, sample action steps, and potential success measures.
2. Meet your manager to discuss and agree on specific action steps and the means by which your manager and peers can support your development
efforts.
3. Use the actions steps and tools under the “CEB Corporate Leadership Council Support Resources” section to help you progress against your
development objectives.
4. Review and discuss your progress with your manager at regular intervals to reinforce mutual commitment to your objectives and career
progression.

IDP Template Content Description

Development Objective: Desired outcome of development (i.e., how performance or behavior changes)
Action Steps: Three to four tasks, activities, or events that will serve to improve your performance
Manager Support: Distinct commitments from your manager that will aid you in the development process
CEB Resources: Research and tools you can use for your development
Success Measures: Two or three ways that you and your manager will be able to measure improvement; success measures should ideally be
incremental milestones achieved in the role.

Keep in Mind…
• Development objectives should be relevant to your individual performance and career aspirations and realistically attainable.
• Actions steps should be specific, practical, observable, and measurable.
• Manager support helps you gain commitment to the development goal and also creates accountability for achieving your development target.
INDIVIDUAL DEVELOPMENT PLAN: BUSINESS ACUMEN
Using insight of the business environment to improve talent and business Name: Title, Department:
outcomes
Manager: Date:

Target
Development
Action Steps Manager Support CEB Resources Success Measures Completion
Objective
Date
a) Prepare quarterly summaries of key business Schedule check- • Strategic Business Partner a) Positive line
trends and relevant news articles to share within ins to talking about ships Development Templa feedback on your
1) Develop a deeper the HRBP community. business trends, te application of
understanding of b) Organize brownbag lunches with line peers after a challenges, and • Illustrative Action Learning business unit 12/31/2015
the business unit’s town hall for a follow-up discussion on business strategy. Exercises understanding on
strategy and performance and trends. HR support
• Assess Business Needs T
challenges. c) Read trade and business journals on an ongoing opic Center
basis to keep abreast of new trends. b) …
d) Read a relevant business article or case study
and present a summary to your team or lead a
discussion.

• Encourage a) Recognition from

a) Create a community of practice with peers in • The Competitive line leaders of being
Finance, Strategy, and the line to share insights participation in
2) Develop a deeper external networks. Intelligence Playbook a strong thought
understanding of on business trends and challenges informally. partner and advisor …
b) Meet with peers outside your organization to share • Connect with right • External Market Assessme
the external nt on strategic and
business insights on business environment and challenges. peers outside of competitive
environment. your business unit decisions
or function. b) …

a) Build a business case for a new project or • HR Strategic

3) Apply business Provide a) Recommendation of
initiative (start with a mock or low-risk project). Planning Topic Center
fundamentals and opportunities to solutions to build
principles to inform b) Establish ongoing knowledge-sharing work on projects • HR Budget Scenario Plann critical capabilities …
relationships with strategy stakeholders to shape that require direct ing
solutions to talent that are key to
challenges in your departmental goals and objectives . application of • Improving effective execution
business unit. strategy the Business Skills of HR of business strategy
understanding.
• HRBP
Guide for Delivering Analy b) …
tics Initiatives
INDIVIDUAL DEVELOPMENT PLAN: TALENT MANAGEMENT ACUMEN
Establishing foundational knowledge of best practice talent management, Name: Title, Department:
and applying talent insights to on-the-job projects
Manager: Date:

Target
Development Manager
Action Steps CEB Resources Success Measures Completion
Objective Support
Date
1)Build talent
managemen a) Organize monthly meetings for all HR staff and pick a Provide stretch • Workforce Management a) Demonstrated
t expertise. talent management topic for discussion; use this as an opportunities for Topic Center ability to identify
opportunity to learn from your peers in COEs. development. key workforce and 12/31/2015
• Guide to Translating Business Ob
b) Look for stretch assignment opportunities to work on jectives into Workforce Strategy talent challenges
talent management activities you have less experience in. b) …
c) Attend seminars and talks on effective talent
management.
2) Develop
a) Proactively reach out to experts in your function for their
best practice • HRBP Guides for Delivering a) Improved talent
advice on specific talent management challenges you are
solutions to Connect with Critical HR Initiatives: management
facing.
address experts and - Performance Management metrics for your
talent b) Leverage CEB research, discussion forums, and on-site peers in the - Employment Value Proposition business unit ….
challenges. events to keep abreast of best practices in the talent organization. - Succession Management (employee
management space. - High-Potential Employees engagement,
c) Create a go-to network of peers across HR COEs; reach - Leadership Strategy succession, etc.)
out to these peers for in-the-moment discussion of talent - Employee Engagement
challenges. - Talent Analytics b) …
- Diversity and Inclusion
- Business Partner Collaboration

3) Support
a) Schedule check-ins with line partners to understand their
your line Dedicate time • Create Talent Champions a) Positive feedback
key challenges with talent management (around
clients in toward coaching • Virtual Staff Briefing on Unlocking from line on being
performance delivery, coaching and development etc.) .
effectively on talent HRBP Performance an effective talent ….
managing b) Own the development of few tools and templates to management coach
their talent. support your line clients in day-to-day talent management issues.
. b) …
INDIVIDUAL DEVELOPMENT PLAN: ORGANIZATIONAL ACUMEN
Using insight of the organization to improve talent and business outcomes Name: Title, Department:

Manager: Date:

Target
Development Success
Action Steps Manager Support CEB Resources Completion
Objective Measures
Date

a) Connect with peers across corporate functions , • Improving Organizatio

particularly in Strategy, Finance, Marketing and Business nal a) Demonstrated
Development, monthly to share updates on Connect to the IQ understanding
1)Build a thorough organizational and functional strategy. right stakeholders of
• Culture Topic Center
understanding of b) Set up a dedicated check in with your line partner every with HR and other organizational
overall business month to discuss progress and updates on business unit functions. • Stakeholder Analysis vision, strategy, 12/31/2015
strategy and goals, shifting priorities, and new challenges. & Mapping and culture
operations. c) Connect with your HRBP peers in other business units to • Business Leader Strat
share insights on priorities and challenges; look for egic Interview b) …
opportunities where you can replicate something from • Cross-Functional Res
another part of the organization in your business unit. earch Library

a) Find a Buddy in a Customer-facing or Customer service • Change Management

2) Understand how your Topic Center a) Demonstrated
business serves its role to understand customer needs. Share expertise on achievement
customers and makes b) Look for stretch assignments to work on organization- customers and • M&A Topic Center on cross- …
money. wide projects (such as M&A initiatives, organizational business • Organization functional
restructuring, six sigma implementation). operations. Design Topic Center projects

b) …

3) Ensure the talent a) Document for your line partner and peers how your talent Provide coaching • Build HR Strategy Top a) Minimal conflict
strategy balances decisions are directly aligned to organizational priorities. on managing ic Center in supporting
organizational needs b) Share instances of how your talent decisions align to corporate HR • Monitor both business …
with business unit organizational mission and values in team meetings and versus business and Adapt HR Strateg unit and overall
specific needs. check-ins with line partners. unit-specific HR y Topic Center organizational
needs. strategy

b) …
INDIVIDUAL DEVELOPMENT PLAN: DATA JUDGMENT
Applying judgment to data to support business decision making Name: Title, Department:

Manager: Date:

Target
Development Manager
Action Steps CEB Resources Completion
Objective Support Success Measures
Date
a) Meet with your analytics team and cross-functional • Prioritize Human Capital Me
1) Develop a deeper Discuss the trics - Action Toolkit a) Positive manager
peers to identify all the sources of data that are
understanding of HR applicability of and line leader
available in your organization. • The Analytics Era Webinar
analytics and regularly feedback on
metrics that measure b) Speak to analytics staff or staff working on data analyzed • The HR Metrics Library improved analytic 12/31/2015
the business and talent analysis to understand how the analysis metrics, why expertise
methodology leads to the actual metrics and • HRBP
impact of HR those metrics Guide for Delivering Analyti
interventions. numbers that are presented. are used, and b) …
cs Initiatives
c) Take an active role in selecting and updating talent their limitations.
metrics tracked by your business unit.

a) Meet with cross-functional peers and ask them how • HRBPs’ Role in Talent Analy a) Demonstrated
2) Develop data analysis • Provide tics (Playbook) understanding of
they would interpret specific metrics; use their
skills to apply judgment opportunities data quality and
feedback to interpret data.
to data to accurately to work on accuracy …
b) Work on a mock analytics project and get feedback • CEB
interpret findings. analytics b) …
from peers in the analytics function or from other HR Analytics for Business I
projects. mpact
analytic experts on how to improve analytic skills.
• Find • Developing Data Judgment
c) Proactively reach out to analytic experts in your
analytics Exercise
function or business to talk through specific analytic
development • CEB’s Benchmarking Cente
challenges.
opportunities. r

3) Adopt a data and a) Take data to support every conversation you have • Building an HR Dashboard
insight-based approach Provide for Business Impact a) Demonstrated
with your line partners. coaching on instances of
to supporting your line b) Suggest how to present talent data to line partners
clients. data helping leaders
in easily consumable ways communication • HR Dashboard Database understand the …
c) Own creation of one to two talent dashboards. and • Implication-Based Decision implications of
presentation. Support (Seagate) talent insights for
business decisions
b) …
INDIVIDUAL DEVELOPMENT PLAN: LEVERAGING NETWORKS
Using professional networks in strategic activities to achieve better talent Name: Title, Department:
outcomes
Manager: Date:

Target
Development Manager
Action Steps CEB Resources Success Measures Completion
Objective Support
Date
a) Build a map of your network to identify peers you • Identify Your Peer Network: Em
need to work with to do your job effectively. Provide ployee Guide
1) Build professional guidance on a) Be a hub of one
b) Interview peers about their workflow to better • Role Charters (LEGO Group)
relationships with your who to include in or more
understand their priorities and challenges.
peers within and networks. • Building Sustainable Profession important 12/31/2015
outside your function c) When implementing new initiatives or addressing al Networks networks inside
and business unit. challenges, network with other HRBP peers to look the
for opportunities where you can replicate things • Cross-Functional Business Part
ner Coordination Guide organization
from another part of the organization.
• HRBP Guide for Improving Busi
d) Periodically review your network to identify new ness Partner Collaboration b) …
contacts or discontinue unproductive networking.
• HRBP Checklist for Identifying C
oordination Partners
a) Build relationships with peers in other functions to • Connection-Making Exemplars (
Connect to the Exxon a) Demonstrated
provide integrated strategic solutions to the
right peers in the Mobil) instances of
business; begin by identifying the functions’
2) Leverage your network organization. decision
common goals and challenges and then work • Becoming an Enterprise Contrib
to do your job better. making based …
toward the solutions. utor Employee
on leveraging
b) Use your personal and professional networks to • Stakeholder Analysis & Mapping networks and
meet with your external peers to learn best collaboration
practices from other organizations. • CEB HRBP Discussion Forum
b) …
• CEB HRBP LinkedIn Group
• Sign up for the HRBP e-briefing! a) Positive
a) Set up a shared workspace using SharePoint or • External Partner Talent Network
Be a network (Cisco) manager and
Google docs to share tools, templates, practices,
3) Support your network champion; act 360-degree …
and research that may help your peers work better. • Managing for Enterprise Contrib
peers in doing their job as a role model feedback on
b) Be a network connector by helping connect your ution
better. for staff. enterprise
peers to others in the organization. • The HRBP contribution
Agenda in 2015 Webinar b) …
INDIVIDUAL DEVELOPMENT PLAN: LEADERSHIP
Persuading and influencing line partners and other key stakeholders Name: Title, Department:

Manager: Date:

Target
Development Manager
Action Steps CEB Resources Success Measures Completion
Objective Support
Date
• Global Leadership Developme
a) Use your performance review and development nt a) Positive feedback
conversations to identify specific leadership gaps.
1) Develop strong Connect to on leadership skills
leadership skills built on b) Reach out to a leader you respect to get their leaders • HR Leadership Academy from direct reports
line partner, manager, opinion on addressing your specific leadership outside of in 360 degree 12/31/2015
and peer trust and challenges. the function • IBM’s Leadership Developmen reviews
c) Shadow a dynamic and experienced leader to t Portal
confidence. or business
imbibe critical leadership traits. unit as • Business b) …
d) Attend training sessions on understanding needed. Leader Strategic Interview
different styles of leadership and influence and  Creating Enterprise Leaders
how to work with and counter those styles as Webinar
necessary.

a) Use an insight-driven approach, by leveraging • Checklist

2) Be a valued thought
partner to your line
client, providing insight
b)
-based support.
Provide to Evaluate HRBP-Line Supp a) Positive line partner
data and thought leadership, to build a strong
coaching on ort feedback on
rapport with key senior leaders and establish your
how to lead strategic, insight- …
position as a thought partner. • Diagnose Business Leader Tal
data-based based HR support
Lead the development and implementation of a ent Mindsets
discussions.
new HR initiative for your business unit. • Virtual Staff Briefing on Unlock b) …
ing HRBP Performance
• HRBP Action Plan for Enablin
g Leader Collaboration
and Leader Diagnostic

Provide
a) Volunteer for cross-organizational projects that
stretch  Action a) Demonstrated
require HR expertise, e.g., restructuring, M&A etc.
3) Be an advocate for opportunities Toolkit: Providing Experience experience in
your function and b) Seek opportunities to attend meetings with senior to build -Based Development leading an
business unit in the organizational leaders and contribute one to two leadership organization-wide …
 The HRBP
organization. ideas in these meetings. potential. initiative or team
Agenda in 2015 Webinar
b) …
INDIVIDUAL DEVELOPMENT PLAN: INNOVATION
Applying systems thinking to identify new solutions for the broader Name: Title, Department:
enterprise
Manager: Date:

Target
Development Manager
Action Steps CEB Resources Success Measures Completion
Objective Support
Date
a) Use CEB and your peer network to develop a list of
 Guide to Brainstorming In
best practices and new HR methods to drive novative Solutions
Assign time a) Positive manager
business impact at competitor organizations, and
toward  SCAMPER Solution Deve and line leader
periodically update it.
1) Identify innovative HR challenging lopment feedback on 12/31/2015
practices to address b) Design a shared ideas portal, using SharePoint or traditional generating
Google doc, where all HR staff can share new and  Generating Implementabl
business unit talent solutions and e Ideas: Employee Guide innovative and
challenges. innovative practices with peers on an ongoing basis. brainstorming viable talent
c) Use check-ins with your manager to brainstorm new solutions in  CEB Corporate Leadershi solutions
solutions to a specific talent challenge. check-ins. p Council Blogs
d) Set up Brainstorming sessions with COE peers to  Business Partner b) …
design innovative talent solutions for specific Insight Model
challenges.

a) For the staff or teams you lead, set up monthly a) Positive 360-
2) Drive a culture of Provide coaching  Nominal degree feedback …
innovation sessions to discuss new ideas.
innovation in your team on how to drive Group Technique Guideli on innovation
and business unit. b) Solicit input from multiple sources, including your team innovation. nes support
juniors, before making a decision.
 Tapping Employee Innova b) …
tion
 HRBP Six Thinking Hats
a) Hold brown bag sessions with cross-functional peers Exercise
Provide projects  Guide a) Demonstrated
to brainstorm creative solutions to common
3) Be an innovation or initiatives to Organizing Group Brai idea contribution
challenges. nstorming Sessions
champion in your where a new to organization- …
organization. b) Work with your manager on mock sessions where solution or wide initiatives
you select one traditional organizational or HR  Innovation Value Criteria
process
process that you challenge and critique. development is  HRBP Guide for Improvin b) …
needed. g Business Partner Colla
boration
INDIVIDUAL DEVELOPMENT PLAN: CONFLICT RESOLUTION
Managing conflicts and diffusing tensions across employees Name: Title, Department:

Manager: Date:

Target
Development
Action Steps Manager Support CEB Resources Success Measures Completion
Objective
Date
a) Receive training customized to the negotiation
 Employee
skills relevant to your organization.
1) Effectively manage Provide dispute Relations and Ad a) Minimum time to resolve
conflicts and disputes in b) Seek advice from colleagues in the employee resolution ministration conflicts; minimum
your teams and business relations function to understand their approach to coaching. disruption to productivity 12/31/2015
conflict resolution.  Grievance and Em
unit. ployee Assistance
c) Lead small-scale talent initiatives that may be b) …
conflict prone, such as performance calibration
sessions, pay increase conversations, etc.

a) Spend time learning about your line partner’s

• Optimize Your Co a) Positive line manager
personality and work style and think of ways to mmunications
2) Minimize conflict when Provide guidance feedback on productive
most effectively diffuse tensions given individual
working with your line on managing line • Improving Organiz working relationship …
work styles and personality.
partners. partner ational
b) Set clear objectives, deliverables and project communications. IQ b) …
timelines; set expectations upfront to avoid
potential conflicts when working with live
partners.

a) Study past data to identify situations that are

3) Proactively address
potential conflicts.
conflict prone; brainstorm with your manager Set up coaching • Employee Relatio a) Reduction in conflicts
and brainstorming ns Metrics and An and disputes in team or …
potential solutions to avoid those conflicts. alysis
sessions to business unit overtime
b) Talk to peers outside your function or business discuss conflict • Cross-Cultural
unit to learn about how they minimize potential resolution Collaboration: E b) …
sources of conflict. challenges. mployee Guide
INDIVIDUAL DEVELOPMENT PLAN: PROBLEM SOLVING
Developing and evaluating solutions to problems and implements solutions Name: Title, Department:

Manager: Date:

Target
Development Manager
Action Steps CEB Resources Success Measures Completion
Objective Support
Date
a) Work on mock projects where you think
 Problem Definition Toolkit
through a step-by-step solution on how to
1) Build strong problem Use your check-  SCAMPER Solution Develop a) Minimum time take to
address a potential business or talent
solving skills to design ins to brainstorms ment resolve problems;
challenge.
speedy and innovative solutions to minimum disruption 12/31/2015
solutions. b) Lead a small process improvement or six current  Impact Analysis to productivity
sigma HR initiative to hone in on problem challenges.  Root Cause
solving. Prioritization Template b) …
c) When escalating a problem to your  HRBP
manager, provide at least one potential
Guide for Delivering Analytic
solution they can consider to address it. s Initiatives

2) Create a culture of a) Collect feedback from multiple sources Provide coaching  Tapping Employee Innovatio a) Demonstrated
collaborative problem when addressing problems. on synthesizing n …
instances of decision
solving to design b) Build a go-to group of cross-functional information from  Guide to Brainstorming Innov making through
comprehensive peers in IT, Legal and Compliance, Finance, multiple sources. ative Solutions collaboration
solutions. and Shared Services, who may be able to
provide quick solutions to certain problems. b) …

a) Form a peer cohort, with HRBP or cross- • HR Quarterly

3) Proactively design News and Trends Report a) Demonstrated
functional peers, to brainstorm potential
solutions before Connect to right instances of
solutions to actual challenges you are • Global Workforce Insights Q
problems arise. peers in the proactively avoiding …
working on. uarterly
organization. potential problems
b) Periodically review internal talent data as Report
well as data on external trends to identify b) …
potential problems.
INDIVIDUAL DEVELOPMENT PLAN: PROACTIVITY
Anticipating and preventing future problems, takes charge to bring about Name: Title, Department:
change, and takes initiative within role
Manager: Date:

Target
Development
Action Steps Manager Support CEB Resources Success Measures Completion
Objective
Date
a) Set up periodic meetings with peers across
• HR Quarterly
functions to discuss potential business and
1) Forecast talent Provide coaching News and Trends a) Correct identification of
organizational challenges that may come up in the Report
challenges to design on how to think potential challenges and
next three to six months.
effective solutions. through potential • Global Workforce I right response strategy 12/31/2015
b) Periodically review talent data and metrics to strategies for nsights Quarterly
identify trends that may require action. changing business Report b) …
c) Leverage your external network to identify environment. • CEB’s Benchmarki
changing industry or business trends. ng Center

a) Meet with frontline managers in your business unit

Provide access to • Employee Relation a) Reduction in conflicts
to identify situations that can lead to conflicts or s Metrics and Analy
2) Address potential relevant data and and disputes in team or
delay talent decisions and processes. sis
conflicts before they contacts. business unit overtime …
arise. b) Analyze Shared Services or ER function data to • Proactive Strategie
proactively identify employee concerns and s for Union Avoidan b) …
grievances that may be addressed at a business ce
unit or organizational level.

a) Do mock exercises where you predict outcomes • Process Redesign

Facilitate project Playbook a) Demonstrated instances …
of available course of actions.
3) Address potential debrief sessions of proactively avoiding
problems to project b) Organize project debrief sessions to identify and discussion as • Process potential problems
execution before they breakdown points in talent management needed. Mapping and Root
processes that can be avoided in future. Workshop Prep Pa
arise. ck b) …
c) Document roadblocks encountered in project
execution to build a catalog for future reference. • Stakeholder Analys
is
& Mapping
INDIVIDUAL DEVELOPMENT PLAN: CONTINUOUS LEARNING
Seeking opportunities to learn new and necessary skills and knowledge to Name: Title, Department:
perform work effectively
Manager: Date:

Target
Development Manager
Action Steps CEB Resources Success Measures Completion
Objective Support
Date
a) Host lunch and learns between business
Connect with • Value Chain Talent Development: C
partners in other functions to develop aterpillar
peers inside the a) Demonstrated
understanding of corporate work flows
1) Leverage your internal organization. • Learning Experience Map: Sprint instances of decision
for strategic initiatives.
and external networks making through 12/31/2015
for ongoing learning. b) Use your personal and professional • CEB HRBP Discussion Forum collaboration
networks to connect with peers outside • CEB HRBP LinkedIn Group
the organization to learn best practices. b) …
• Sign up for the HRBP e-briefing!
c) Meet regularly with partners in legal and
compliance functions to learn the legal • Becoming an Enterprise Contributor
E-Learning Module
implication of employee emergencies.

a) Review CEB resources for new insight

Set dedicated • CEB Corporate Leadership Council a) Implementation of
on talent management and best Blogs
2) Use new insight for check-ins to talk new practices and …
practices to address new and ongoing
decision making on an about new and • CEB Webinars processes based on
challenges.
ongoing basis. innovative continuous learning
b) Use mock exercises to challenge practices and • Global Workforce Insights Quarterly
traditional and current practices and processes. Report b) …
identify new processes that can be • Cross-Functional Research Library
implemented.
• The HRBP Agenda in 2015 Webinar
3) Own your development a) Share your self-assessment for your Provide regular • Implementing Individual Developme a) Achievement of
and proactively manage performance with your manager. informal and nt Plans performance goals or
it. b) Ask for regular feedback and advice formal feedback, • Self-Assess your Performance: Em promotions …
from your manager and peers. follow up on ployee Guide
IDPs, and set • HRBP Portal b) …
c) Seek out training opportunities, internal
clear objectives
and external.
for growth.
INDIVIDUAL DEVELOPMENT PLAN: MATRIX MANAGEMENT
Managing individuals and processes across business and function Name: Title, Department:

Manager: Date:

Target
Development Manager Support
Action Steps CEB Resources Success Measures Completion
Objective Needed
Date
a) Learn the personality and work styles of your • Matrix Management
1) Build and effective Create visibility for a) Positive line and
line and HR partners to be able to flex your • Building a Workflow
working relationship with your direct report functional feedback on
style to work effectively with them. Shadowing Program
your line and functional within the corporate support provided
leaders. b) Use workflow shadowing opportunities to function. 12/31/2015
understand the work of your HR peers. • Understand Your Pe
ers’ Workflow: Empl b) …
c) Set up negotiations to clearly delineate work oyee Guide
with your HR peers to avoid duplication and • Business Leader Str
redundancies. ategic Interview
• Virtual Staff Briefing
a) Use one check-in with your line partner every on Unlocking HRBP
2) Balance business unit Provide coaching on • Line Leaders Resista a)
Performance Demonstrated alignment
needs with corporate month to give them a quick update of how to balance nce Management To of talent strategies with
functional guidelines when organizational talent priorities and strategy. business unit needs olkit business unit as well as
making decisions. b) Meet with key partners within HR on a monthly with corporate organizational needs …
basis to reflect on system successes and processes/policies.
challenges, to keep ahead of system changes. b) …
c) Create forums where line and HR colleagues
can come together for discussion on an
informal basis.