HUNEETY RESOURCES
How to Write an Individual Development Plan for Managers: A Practical HR Guide
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Let’s be honest. Most managers don’t wake up in the morning excited about filling out an Individual Development Plan. And many HR teams struggle to make IDPs more than just another form in the system.
But here’s the truth. If you want to build strong leadership pipelines, retain top talent, and actually see skills develop on the ground, you need IDPs that are clear, practical, and embedded in daily work. Not a box-ticking exercise.
So let’s talk about how to write an Individual Development Plan for managers, one that HR can guide, managers can actually use, and employees can benefit from.
Before we get tactical, let’s pause. Why do IDPs matter in the first place?
Managers are not only responsible for results. They shape culture, engagement, and the career paths of the people around them. If they don’t grow, the whole team stalls. An IDP gives structure to that growth. It’s a tool that helps managers identify what they need to work on, how they’ll do it, and how HR and senior leadership will support them.
For HR, IDPs also act as a bridge. They connect business strategy with individual growth. They help you see where leadership capabilities are strong and where you need to invest more. And let’s not forget, when managers see a clear plan for their own development, they are far more likely to invest in the growth of their teams.
Now let’s get into the practical side. Writing an Individual Development Plan for managers doesn’t have to be complicated. But it does need structure. Here are the core elements HR should focus on:
Start with the “what.” What does the manager need to improve or strengthen? This should be linked to competencies, such as strategic thinking, communication, or coaching skills, not vague statements like “become a better leader.”
Example: “Improve ability to delegate effectively and empower team members to make decisions.”
Encourage managers to use data. This could come from performance reviews, 360 feedback, or even team engagement results. HR can support by providing frameworks or tools to make the assessment objective.
This is where many IDPs fail. Too often, they’re just a list of training courses. Instead, guide managers to balance development across experience (70), exposure (20), and education (10).
- Experience (70): Leading a cross-functional project, managing a change initiative, or handling a challenging client relationship.
- Exposure (20): Shadowing a senior leader, getting a mentor, or participating in a peer coaching circle.
- Education (10): Leadership workshops, e-learning, or targeted reading.
By using this model, you keep the plan practical and ensure learning happens on the job, not just in the classroom.
Without a timeline, an IDP becomes wishful thinking. Encourage managers to set milestones. For example: “By Q2, delegate project ownership to two team members and hold monthly check-ins.” HR can support by embedding progress reviews into existing performance conversations.
This part often gets missed. Managers don’t grow in isolation. HR should clarify what support is available: coaching resources, leadership programs, access to mentors, or tools for feedback. Senior leaders can reinforce by role-modeling development themselves.
Even the best IDP template will fail if HR doesn’t create the right environment. Here’s how HR can make sure IDPs for managers actually work:
- Provide frameworks, not checklists. Give managers a clear structure but let them personalize it. Development is not one-size-fits-all. Many managers don’t know how to identify real development goals. A short workshop or guide can make a big difference.
- Integrate IDPs with performance management. Don’t make them a separate annual exercise. Link them to regular one-on-one conversations, goal-setting, and reviews.
- Measure outcomes, not just completion. The question isn’t “Did the manager attend training?” It’s “Did the manager delegate more effectively? Did the team show improvement?” Use behavioral indicators and feedback to track progress.
- Model development at the top. If senior leaders take IDPs seriously, managers will too. Culture starts with what leaders actually do, not what they say.
If IDPs are still a form in your HR system that nobody looks at, it’s time to rethink. Managers today face more complexity than ever. Hybrid work, shifting employee expectations, constant change. Without a clear development path, they will burn out, or worse, they will stall and drag their teams with them.
Writing an Individual Development Plan for managers is not about bureaucracy. It’s about giving them the clarity, tools, and support to grow into the leaders your organization needs.
So here’s the bottom line: How to Write an Individual Development Plan for Managers is not about filling in boxes. It’s about identifying real growth areas, creating balanced actions using the 70-20-10 model, and embedding accountability into the culture.
When HR drives this process with clarity and purpose, managers become more confident, more capable, and better at developing their own people. And that’s how you build leadership strength across the whole organization.
Are you looking for developing your managers? Contact us.
