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INVESTING IN FUTURE LEADERS: SAMPLE IMPLEMENTATION PLAN

Updated: May 2022

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Homes, Inc.: Action plan for the next year (1/2)

Action step

Timing

Responsibility

Create/update/finalize tools, documents, processes

Update core and leadership competencies (make any edits coming out of the talent development review session)

Done

n/a (done)

Revise evaluation forms to reflect competencies, job targets and development goals

By end of March 2018

Leadership team, led by VP of HR

Create dashboard to track evaluation completion

By end of March 2018

Leadership team, led by VP of HR

Update relevant content (e.g. job descriptions, onboarding materials, hiring tool) to include competencies and language re: growth and development

By end of May 2018

Leadership team, led by VP of HR

Complete IFL project (with IFL project team and pilot group of direct reports)

Finish co-creation of 70/20/10 development plans with pilot group of direct reports

By end of March 2018

Each member of IFL project team

Finish any remaining discussion of common development needs (based off of 70/20/10 plans)

Done

n/a (done)

Create a plan to address common development needs

By end of March 2018

Leadership team, led by COO

Consistently work with pilot group of direct reports on development, using 70/20/10 plans as guide (holding development check-ins every 6-8 weeks); ensure that direct reports understand the tool

All of 2018

IFL project team

Please note: This example was compiled in May 2022.

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Homes, Inc.: Action plan for the next year (2/2)

Action step

Timing

Responsibility

Roll-out new staff development processes, one layer at a time

Make decision about how extensively to roll-out these processes (i.e. to which staff members) and on what timeline. Discussion so far has tentatively landed on:

    • April-July 2018: Roll-out to remaining direct reports of leadership team (those not included in the initial IFL pilot) – this will capture all managers in the organization
    • Aug-Dec 2018: focus on implementing 70-20-10 plans with managers (using them regularly, providing training about how to coaching others, etc.)
    • 2019: Roll-out 70-20-10 plans to select front-line staff (i.e. those who have been at the organization for 2+ years)

By March 2018

Leadership team

Ensure that all managers understand upcoming changes; find opportunities to repeatedly communicate about upcoming changes

Ongoing, but especially in Q1 2018

IFL project team, led by COO

Train all managers re: competencies, 70/20/10 planning, and coaching their direct reports towards their development goals

    • Part 1: Introduce competencies
    • Part 2: 70/20/10 plans
    • Part 3: How to coach re: 70/20/10 plans

Throughout 2018 (as they co-create and use their own 70/20/10 plans)

IFL project team, led by COO

Continual improvement of staff development processes

Identify any new metrics to track related to staff development (e.g., % completion of 70/20/10 plans)

By end of April 2018

Leadership team

Implement tracking of new metrics, including a plan for reviewing the data and making needed improvements to processes

By end of May 2018

Leadership team

Please note: This example was compiled in May 2022.

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Homes, Inc.: Revised annual talent management timeline

Step

Description

Timing

Responsibility

  • Refresh competencies and identify staff needs
  • Update competencies as needed
  • Identify any staff needs for next fiscal year
  • March/April/May
  • Leadership team
  • Assess staff and set job targets for the next year
  • Managers assess the performance of their direct reports over the past year and set job targets for the next year (that tie to the organization’s strategic priorities)
  • January/February
  • All supervisors
  • Hold talent development review meeting
  • Leadership team meets to discuss development priorities of direct reports and calibrate use of competencies
  • Late February
  • Leadership team
  • Co-create 70/20/10 development plans
  • Managers meet individually with direct reports to agree on development goals and co-create development plans
  • March
  • All supervisors
  • Identify common development needs
  • Leadership team meets to identify themes among their direct reports (i.e. competencies that multiple people will work on) and how to address them
  • April
  • Leadership team
  • Update succession plan
  • Review portfolio and update short-term succession plans
  • March
  • Leadership team
  • Mid-year 70/20/10 plan check-in
  • Managers conduct mid-cycle 70/20/10 plan check-ins with their direct reports; discuss feedback and revise development plans
  • August/ September
  • All supervisors
  • Development support and coaching
  • Check-ins with direct reports to revisit development plan and ensure tracking towards goals
  • Ongoing; every month
  • All supervisors
  • Leadership team�check-ins
  • Discuss relevant staff development topics (e.g. review of “people metrics”, supporting each other in developing staff, surfacing issues, etc.)
  • Ongoing; every quarter
  • Leadership team

Please note: This example was compiled in May 2022.

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