Career Roadmaps
Creating IDPs That Actually Work
Turning annual paperwork into real career development in federal service
Every October, it happens. HR sends out the email reminding everyone that Individual Development Plans (IDPs) are due. Managers scramble to check another box. Employees grudgingly fill out forms with vague goals like "improve communication skills" or "attend relevant training."
Six months later, nobody remembers what they wrote. The IDP sits in some digital file folder, forgotten until next year's deadline rolls around.
What a waste.
The IDP should be one of your most powerful tools as a federal manager. It's your roadmap for developing your people, your justification for training dollars, and your documentation that you're actually investing in careers, not just using bodies to get work done.
But only if you do it right.
📊 The IDP Reality Check
Let's be honest about what most IDPs look like in federal agencies:
| What Most IDPs Say | What That Actually Means | What Happens Next |
|---|---|---|
| "Improve communication skills" | I have no idea what I want to develop | Nothing. Goal is too vague to act on |
| "Attend leadership training" | I think I should check this box | Maybe attends a generic course, learns nothing applicable |
| "Learn new software systems" | Technology exists and I should probably know it | Never gets scheduled, forgotten by December |
| "Expand my network" | Someone told me networking is important | Goes to one conference, collects business cards, never follows up |
Why Most IDPs Fail
- No real career vision: The employee doesn't know where they want to be in 3-5 years
- Generic goals: Activities instead of outcomes, wishes instead of plans
- No manager investment: The supervisor treats it as paperwork, not development
- No follow-through: Written in October, forgotten by November
- No connection to work: Development goals have nothing to do with current role or agency needs
What an IDP Should Actually Do
A real IDP is a career roadmap that:
- Connects personal aspirations to agency needs: Show how their growth serves the mission
- Creates specific, actionable steps: Not "improve leadership" but "complete GS-14 supervisory certificate and shadow District Chief for 30 days"
- Justifies training investments: Provides clear business case for sending them to that $3,000 course
- Guides assignment decisions: Helps you know which projects will develop them most
- Documents your investment in them: Shows you're serious about their development, not just using them
The Servant Leadership Connection
When you invest real time in someone's IDP, you're demonstrating servant leadership in action. You're saying: "I'm not just here to get work out of you. I'm here to help you grow into the person and professional you want to become."
That investment creates loyalty, motivation, and better performance than any amount of micromanagement ever could.
💬 The Career Conversation That Matters
The IDP starts with a conversation, not a form. You need to understand where your person wants to go before you can help them get there.
But here's the key: your job is to help them articulate their vision, not create it for them. You're asking the right questions and creating space for them to think out loud. Don't drag career goals out of them, and don't do all the thinking.
Setting the Right Expectations Up Front
Before you dive into questions, help them understand what this conversation is really about. Most employees think about their development once a year when you need to check a box.
The mindset shift you need to create: If they're waiting on you to develop them, they're already behind. This isn't about what the agency will do for them. It's about what they're willing to build, practice, stretch toward, and show up for.
Make it clear: You don't need permission to grow. Just a plan and some guts.
The Right Questions to Ask
Vision Questions
- "Where do you see yourself in 3-5 years?"
- "What kind of work energizes you most?"
- "What would you regret not trying in your career?"
- "When you think about retirement, what do you want to have accomplished?"
Skill Gap Questions
- "What skills do people in that role need that you don't have yet?"
- "What's the biggest challenge you'd face in your next position?"
- "What feedback have you gotten about areas to develop?"
- "What do you wish you were better at?"
Experience Questions
- "What experiences would make you more competitive?"
- "What parts of our agency's work haven't you been exposed to?"
- "Who do you know in roles you'd like to have?"
- "What would you need to experience to feel ready for the next level?"
Reality Check Questions
- "What's your timeline for making this move?"
- "Are you willing to relocate/travel/take details?"
- "How much time can you realistically commit to development?"
- "What obstacles do you see in your path?"
The Magic Question
Here's the question that changes everything:
"If you could design your ideal job using your current skills and interests, what would it look like?"
This gets them thinking beyond just the next pay grade. It helps you understand what motivates them, what they're passionate about, and how to align their development with work they'll actually enjoy.
Common Responses and How to Dig Deeper
| What They Say | What They Really Mean | How to Respond |
|---|---|---|
| "I don't know" | I've never thought about it seriously | "Let's talk about what you enjoy most about your current job..." |
| "I want to be a supervisor" | I want more money/status | "What specifically appeals to you about management? What would you want to accomplish as a supervisor?" |
| "I'm happy where I am" | Change feels risky or overwhelming | "That's great. Let's talk about how to become even better at what you do..." |
| "I want to do something completely different" | I'm burned out or bored | "What's missing in your current role? What would 'different' give you?" |
Managing the "I Deserve" Mentality
You need to address this directly: just because they write "I want to lead people" doesn't mean your agency will hand them 5 direct reports and a budget next week.
Help them understand this formula: Development = readiness + opportunity. The IDP shows the readiness. They hunt the opportunity.
When the chance shows up, they're not scrambling. They're already moving.
🗺️ Building a Real Roadmap
Once you understand their vision, you work backward to create actionable steps. This is where the magic happens: you help them turn dreams into development plans.
Remember: they're building this roadmap. You're just the GPS helping them navigate. Ask questions, suggest connections, but make them do the thinking. If you're doing all the work, they're not learning to own their development.
The 3-Year Roadmap Framework
Year 3: The Vision
Goal: Where they want to be
Example: "Supervisory Criminal Investigator, GS-1811-14, leading a field office team"
Requirements: Research what this position actually requires: experience, training, clearances, etc.
Year 2: The Bridge
Goal: Building the missing pieces
Example: "Senior investigator role with informal leadership responsibilities, complete supervisory training, serve on hiring panels"
Activities: High-visibility assignments, leadership opportunities, formal training
Year 1: The Foundation
Goal: Strengthening current performance while adding new skills
Example: "Master current investigative techniques, mentor new agents, complete project management certification"
Activities: Specific, achievable steps that build credibility and capability
Making Goals SMART and Federal
Federal development goals need to be more specific than corporate ones because our promotion and hiring processes are so structured. Push back on vague goals. If they write "improve communication," ask: how will you know if it happened? Training? A stretch assignment? A project lead role? Put that in the IDP.
SMART-F Framework
Specific: Exactly what training, experience, or skill?
Measurable: How will you know it's complete?
Achievable: Realistic given their current role and agency resources?
Relevant: Directly connected to their career goals?
Time-bound: When will it be completed?
Federal-aligned: Matches how federal hiring/promotion actually works?
| Weak Goal | SMART-F Goal | Why It's Better |
|---|---|---|
| "Improve leadership skills" | "Complete OPM Federal Executive Institute Leadership for a Democratic Society course by March 2026 and apply skills by leading agency's new employee orientation program" | Specific program, clear application, measurable completion |
| "Learn about budgeting" | "Complete Federal Budget Process course and shadow current budget officer during FY26 planning cycle to understand agency budget development" | Formal training plus practical experience with timeline |
| "Network more" | "Attend National Association of Government Employees conference in May 2025, connect with 5 professionals in target roles, schedule follow-up meetings within 60 days" | Specific event, measurable outcomes, follow-through plan |
💰 Getting Training Approved and Funded
Here's where most IDPs die: at the budget office. But if you do the groundwork right, training becomes an easy sell.
Help your employee understand: You actually want to send them to training. You really do. But you need ammunition to fight the budget battle for them. Show them what makes a compelling business case so they can help you build it.
Building the Business Case
Training officers and budget people need to understand how this investment serves the agency, not just the individual.
Mission Connection
How does this training directly support agency priorities? Connect the dots explicitly: "This leadership training prepares Jones to supervise the new cybersecurity team we're building."
Succession Planning
Frame it as risk management: "With Smith retiring next year, we need Wilson ready to step into that role. This training ensures continuity."
Return on Investment
Show the cost of NOT training: "External hiring for this position would cost $25K in recruiting and onboarding. This $3K course develops internal talent."
Agency Reputation
Good development programs attract and retain talent: "Employees stay longer when they see clear development paths. This reduces turnover costs."
The Training Request Template
Employee: [Name and current position]
Training: [Specific course/program with dates and cost]
Career Goal: [Their target position/role]
Agency Need: [How this serves agency priorities]
Application Plan: [How they'll use the training immediately]
Alternative Considered: [Other options and why this is best]
Success Metrics: [How you'll measure ROI]
Finding the Money
Smart managers know there's always training money somewhere. You just have to know where to look.
- Agency training budgets: The obvious source, but often oversubscribed
- Cross-agency programs: OPM courses, government-wide leadership programs
- Free federal resources: USDA Graduate School, DOD courses open to civilians
- Professional associations: Often cheaper than commercial training
- Details and rotations: Experience that costs time, not money
- Internal expertise: Subject matter experts who can provide training
The 70-20-10 Rule
Development research shows that effective learning comes from:
70% challenging experiences: Stretch assignments, new responsibilities, problem-solving
20% learning from others: Mentoring, coaching, shadowing, feedback
10% formal training: Courses, workshops, certifications
Most managers focus only on the 10%. Smart managers design development that hits all three areas.
✅ Making It Stick
The IDP doesn't get filed away after it's written. It becomes part of your regular coaching rhythm. And you need to help your employee understand: This isn't something they dust off once a year. This should be driving their daily decisions about which assignments to volunteer for, which meetings to attend, which people to connect with.
Make this connection explicit in your coaching. You can't want their development more than they do.
Quarterly Check-ins
Every three months, spend 30 minutes reviewing progress and adjusting the plan.
The Check-in Agenda
- Review: What did you complete since last time?
- Reflect: What did you learn? How are you applying it?
- Adjust: What's changed about your goals or timeline?
- Resource: What support do you need from me?
- Plan: What are the next steps for the coming quarter?
Connecting Development to Daily Work
The best development happens on the job. Look for opportunities to give people experiences that build toward their goals.
- Project assignments: "This budget analysis project will give you the financial skills you need for that program manager role"
- Meeting participation: "I want you to present this section to the executive team"
- Problem-solving ownership: "Take the lead on resolving this issue, I'll support you"
- Cross-functional exposure: "Spend a day with the IT team to understand their challenges"
- Mentoring opportunities: "Would you be willing to mentor our new intern?"
Signs They're Taking Ownership
Here's how you know it's working: They stop waiting for you to mention development. They start seeing every project, every meeting, every challenge as a potential growth opportunity. They come to you with ideas, not just problems.
They bring you opportunities they think would help them grow. They connect their current work to their future goals without prompting. They thank you for investing in their futures.
When that happens, you're not just managing anymore. You're leading. And they're not just working anymore. They're building a career.
📚 Real-World Examples
Here are three actual IDPs that worked, with names changed to protect the innocent:
Case Study 1: The Technical Expert Who Wanted to Lead
Employee: Sarah, GS-12 IT Specialist, 8 years federal service
Goal: IT Supervisor within 3 years
Challenge: Brilliant technically, zero management experience
Year 1 Plan:
- Complete Supervisory Challenge course (formal training)
- Lead the office's transition to new help desk software (stretch assignment)
- Mentor two junior IT staff (people development experience)
- Shadow current supervisor during performance evaluation season (learning from others)
Outcome: After 18 months, Sarah was selected for an acting supervisor role when her boss took a detail. The experience and training made her the obvious choice.
Case Study 2: The Mid-Career Pivot
Employee: Mike, GS-13 Budget Analyst, 15 years federal service
Goal: Move into training and development field
Challenge: No formal training experience, established in different career path
Year 1 Plan:
- Complete Train-the-Trainer certification (formal training)
- Volunteer to teach budget basics to new employees (practical experience)
- Join agency's learning and development committee (networking and exposure)
- Detail 20% time to HR for new employee orientation program (bridge experience)
Outcome: Mike transitioned to a training specialist role in another agency after demonstrating his ability through volunteer teaching and the HR detail.
Case Study 3: The High Performer Preparing for Senior Leadership
Employee: Diana, GS-14 District Chief, 20 years federal service
Goal: Regional Director (SES level) within 5 years
Challenge: Needed broader agency perspective and executive skills
Year 1 Plan:
- Complete Federal Executive Institute program (formal training)
- Detail to headquarters for 6 months in policy role (breadth experience)
- Lead agency-wide task force on regulatory reform (visibility project)
- Executive coach assigned for leadership development (learning from others)
Outcome: Diana's combination of field experience and headquarters exposure made her competitive for the Regional Director role when it opened.
🎯 The Bottom Line
An IDP done right is servant leadership in action. You're investing your time, your agency's resources, and your personal credibility in developing another human being. You're saying their future matters to you.
That investment pays dividends in loyalty, performance, and mission accomplishment that you can't get any other way.
But ultimately, you're providing the tool and the guidance. They have to pick it up and use it. Guide, don't dictate. Coach, don't control. Your job is to help them see the path, not walk it for them.
The Real Test
Here's how you know if you're doing IDPs right: Your people start talking about their development goals in regular conversations. They bring you opportunities they think would help them grow. They connect their daily work to their future goals without prompting.
When that happens, you've done more than create a development plan. You've created a developer.
Ready to develop your people? The next step is learning how to have those difficult performance conversations when development isn't enough.
© 2025 Jerin Falcon. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means without the prior written permission of the author.