Blog

How to Design a Personal Development Process

Blog

How to Design a Personal Development Process

Blog

How to Design a Personal Development Process

Blog

How to Design a Personal Development Process

Blog

How to Design a Personal Development Process

Download PDFDownload PDF
Blog

How to Design a Personal Development Process

Guest Author
/
October 16, 2019
Blog

How to Design a Personal Development Process

MIN
/
October 16, 2019
About the Episode
Episode Highlights
Meet our Guest
Episode Transcript

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Blog

How to Design a Personal Development Process

Blog

How to Design a Personal Development Process

Get the Report

Not a valid e-mail address

Great, thank ya!

You can now access the content.
Oops! Something went wrong while submitting the form.
Blog

How to Design a Personal Development Process

Panelists
No items found.
Introduction
Introduction

Great, thank ya!

You can now access the content.
Download NowDownload Now
Oops! Something went wrong while submitting the form.

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Panelists
No items found.
Infographic

How to Design a Personal Development Process

Here’s how to design a personal development process that encourages workers to build career skills and maximizes employee success.
Download InfographicDownload Infographic

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Collecting payments with online forms is easy, but first, you have to choose the right payment gateway. Browse the providers in our gateway credit card processing comparison chart to find the best option for your business. Then sign up for Formstack Forms, customize your payment forms, and start collecting profits in minutes.

Online Payment Gateway Comparison Chart

NOTE: These amounts reflect the monthly subscription for the payment provider. Formstack does not charge a fee to integrate with any of our payment partners.

FEATURES
Authorize.Net
Bambora
Chargify
First Data
PayPal
PayPal Pro
PayPal Payflow
Stripe
WePay
ProPay
Monthly Fees
$25
$25
$149+
Contact First Data
$0
$25
$0-$25
$0
$0
$4
Transaction Fees
$2.9% + 30¢
$2.9% + 30¢
N/A
Contact First Data
$2.9% + 30¢
$2.9% + 30¢
10¢
$2.9% + 30¢
$2.9% + 30¢
$2.6% + 30¢
Countries
5
8
Based on payment gateway
50+
203
3
4
25
USA
USA
Currencies
11
2
23
140
25
23
25
135+
1
1
Card Types
6
13
Based on payment gateway
5
9
9
5
6
4
4
Limits
None
None
Based on payment gateway
None
$10,000
None
None
None
None
$500 per transaction
Form Payments
Recurring Billing
Mobile Payments
PSD2 Compliant

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Many companies make the mistake of focusing solely on professional development. Of course, these organizations are miles ahead of those with no learning and development initiatives in place. But they could be doing better.

To maximize employee success, design a personal development process that encourages workers to build career skills plus achieve their personal goals.

Designing a personal development process is simple. Here are some pointers to guide you:

Personal development starts at the top.

If you don’t already think of your company as a learning organization, it’s time to shift your mindset. The senior leadership team must set the right example by modeling the behaviors they want to see. For example, at The Predictive Index®, our executives talk about their personal development journeys openly and regularly—sometimes at all-company meetings.

When senior leaders communicate their goals, hold themselves accountable, and demonstrate how they’re developing, employees are more likely to follow suit. They’ll be inspired to double down on their self-improvement efforts because growth becomes part of the company culture.

Templates are your friend.

There are tons of free personal development templates available online. Managers should be encouraged to use whatever template they like best. We use two on the marketing team here at PI.

The first template is a comprehensive list of 22 questions designed to get employees thinking about different avenues for improving themselves professionally and personally. Questions include:

  • What areas of the company do you feel less knowledgeable about?
  • How can you adapt your behaviors to better support your team?
  • List the core responsibilities of your role and rate yourself on each using a scale of 1-5.
  • Are there any certifications or courses that would help you reach your career goals
  • What meet-up groups or local associations could you join to build your network?
  • Do you have financial goals (e.g., buy a house, max out 401k contributions)?
  • What activities outside work will improve your quality of life (e.g., running, attending church, meditating, playing in a band)?

During their initial personal development meetings, employees work down the list. After various possibilities have been explored, they identify at least one item from each section they’d like to tackle over the next year.

The second template is a simple one; it lists six aspects of life. Employees type at least one goal under each category name. Categories include:

  • Professional
  • Relationships
  • Health and fitness
  • Finances
  • Education
  • Fun

Employees update this doc regularly and managers check it monthly to keep a pulse on how their people are progressing—and to hold them accountable.

You might be surprised to see categories like “relationships” and “fun” listed, but for some employees, these are areas in need of critical attention. I have a co-worker who schedules two coffee dates per month to ensure she’s staying connected to the people she cares about. And I have a goal to “invite friends to dinner” twice a month.

Free Resource: Access 50+ HR templates to streamline your HR processes.

Keep goals S.M.A.R.T.

Big goals are less intimidating when they’re broken up into chunks. After all, you wouldn’t go run a marathon with zero training—you’d start by running a mile, and then maybe a 5K. That’s because achieving small goals feels good, and it motivates you to keep going. Before you know it, you’ve crossed that big goal off your list.

Managers should encourage their people to write S.M.A.R.T. goals. The acronym stands for:

  • Simple
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

Let’s say you have an employee who wants to save $20K for a down payment on a house. Rather than scrimp and save every last penny—and be miserable—S.M.A.R.T. goals would help them save in a more reasonable way. For example, one component of the larger goal might be to stop buying lunch during the workweek for a savings of $2,500 by the end of the year.

Read Next: 3 Ways to Make Your HR Team More Productive

Tailor coaching to employee personality.

There are four key factors that determine employee workplace behavior:

Dominance: The drive to exert influence on people or events
Extraversion: The drive for social interaction with other people
Patience: The drive to have consistency and stability
Formality: The drive to conform to rules and structure

Everyone has some combination of all four drives. Employers who measure and analyze their employees’ behavioral data can tailor the way they coach, motivate, and delegate.

What does this look like in practice? Let’s say you have two employees with the same personal development goal: to get promoted to management. Employee A is highly dominant, while Employee B is not dominant at all. You might help Employee A work toward the goal by helping them find a cross-functional project they can lead. You might help Employee B work toward the goal by coaching them to speak up more during meetings to influence others.

The many benefits of putting a personal development process in place.

The 2019 People Manager Report found that employees who feel psychologically safe at work are less likely to quit. Meeting regularly to discuss personal development builds trust between employees and their managers—and that means less turnover. Also, having a solid personal development process in place is a tool to land top-tier, in-demand candidates who are motivated to grow and develop skills that will help them move up the ladder.

About the Author

Erin Balsa of The Predictive Index

Erin Balsa heads up content marketing at The Predictive Index, the leading talent optimization platform. When she’s not helping business leaders learn to harness the power of people data, she’s running after her two preschoolers. Find her on LinkedIn (where she’s lucky enough to be the only Erin Balsa) or on Twitter. @ErinBalsa

Use Formstack to quickly and easily launch your personal development process now! But don’t stop there—discover how easy it can be to streamline many other HR workflows to improve employee productivity, engagement, and more.

Guest Author
This post was written by a guest author with relevant expertise that can help you realize your practically genius ideas in the workplace.
More Articles
Meet The Host
Content Marketing Manager
Connect
Lindsay is a writer with a background in journalism and loves getting to flex her interview skills as host of Practically Genius. She manages Formstack's blog and long-form reports, like the 2022 State of Digital Maturity: Advancing Workflow Automation.