Build and Operate a Development Plan

Flow · 7 controlled steps

1. 01

   Frame the capability need

   Define why development matters before selecting an activity.

   • — State the operating, strategic, role, or career outcome that motivates development.
   • — Describe the capability in observable work terms and current evidence.
   • — Distinguish knowledge, skill, judgment, relationship, experience, confidence, access, process, and resource issues.
   • — Confirm that development is voluntary or required as applicable and clarify what it does not promise.

   Responsible

   Manager and learner

   Output

   Development Need Brief

   Decision

   Is development the appropriate response to this need?

2. 02

   Define capability and transfer evidence

   Specify what useful learning would look like in relevant work.

   • — Define observable capability dimensions and appropriate proficiency for the intended work.
   • — Identify work samples, demonstrations, decisions, outcomes, peer or customer evidence, and qualified assessments.
   • — Set baseline, review points, evidence owners, limitations, and guardrails.
   • — Separate learning evidence from a promise of talent or employment outcome.

   Responsible

   Work or capability owner

   Output

   Capability Evidence Plan

   Decision

   Can the proposed evidence show both capability and relevant application?

3. 03

   Design the development path

   Combine the smallest useful set of learning methods around actual capability-building.

   • — Choose stretch work, guided practice, observation, instruction, reading, simulation, coaching, mentoring, peer learning, reflection, or formal education as appropriate.
   • — Sequence methods from preparation through supported application and increasing complexity.
   • — Select sources for relevance, quality, accessibility, burden, and transfer support.
   • — Define fallback, adjustment, and safety boundaries.

   Responsible

   Manager and learner

   Output

   Draft Development Path

   Decision

   Does the path create sufficient relevant practice and feedback within acceptable risk?

4. 04

   Secure opportunity and support

   Make the organization’s development commitments operational.

   • — Assign relevant work opportunities, time, access, tools, information, feedback, and psychological and practical support.
   • — Name manager, mentor, coach, expert, peer, and qualified approver responsibilities.
   • — Confirm workload tradeoffs and protect normal operations and the learner from unsafe stretch.
   • — Resolve accessibility, cost, schedule, location, credential, confidentiality, and system constraints.

   Responsible

   Manager

   Output

   Development Support Commitments

   Decision

   Are the conditions sufficient and authorized for responsible practice?

5. 05

   Approve and acknowledge the plan

   Create one realistic, controlled development agreement.

   • — Review relevance, feasibility, burden, accessibility, ethics, risk, and interaction with current work.
   • — Set plan period, milestones, reflection and feedback cadence, change triggers, and authority.
   • — Clarify confidentiality, record use, cost commitments, and absence of guaranteed downstream outcomes.
   • — Obtain learner, manager, and required owner acknowledgement.

   Responsible

   Development decision owner

   Output

   Approved Development Plan

   Decision

   Is the complete plan fit to operate?

6. 06

   Practice, apply, and receive feedback

   Build capability through cycles of action, evidence, reflection, and adjustment.

   • — Perform planned learning and relevant work within authorized boundaries.
   • — Collect timely, specific feedback from qualified and affected sources.
   • — Reflect on outcomes, decisions, errors, assumptions, and transfer conditions.
   • — Adjust method, difficulty, support, or opportunity prospectively when evidence justifies it.
   • — Record only information needed to operate and evaluate the plan.

   Responsible

   Learner

   Output

   Development Evidence Record · Plan Adjustments

   Decision

   What does current evidence support next?

7. 07

   Evaluate transfer and decide the next state

   Close or continue the plan through evidence rather than elapsed time or activity completion.

   • — Review capability and transfer evidence against the approved plan and work context.
   • — Assess support delivered, opportunity, method effectiveness, barriers, guardrails, and remaining uncertainty.
   • — Choose continued practice, changed path, authorized application, new development cycle, transfer, or closure.
   • — Route progression or other talent considerations separately and feed process learning to relevant owners.

   Responsible

   Development decision owner

   Output

   Development Disposition · Capability and Process Learning Record

   Decision

   What development disposition is supported by the evidence?

Connections

Seams · 16 hops within 2 steps

Upstream and downstream neighbourhood over public reference processes only. Each hop shows the trigger, carried objects, and what the receiving process loses if the producing step is skipped.

Roles

Systems + Data

Measures

Evidence + judgment

Draft reference standard. Requires client context and qualified employment, labor, accessibility, privacy, safety, quality, credentialing, learning, ethics, regulatory, and jurisdiction-specific review before deployment.