Personalised development plans that close the gaps that matter most.

Development planning starts with assessment data, not assumptions. We use TalentPrint results to establish a verified capability baseline for every participant before any development activity begins.

• If a TalentPrint assessment has already been completed, we work from that data. If not, we run a baseline assessment as the first step. The assessment covers behavioural competencies against the Talent Genome and, where relevant, technical knowledge against the role benchmark.
• The baseline is not just a starting point for measurement. It is the foundation of the development plan. Every development priority in the plan is traceable to a specific gap identified in the assessment data.
• We present the baseline findings to HR and the relevant line managers before development plans are built, so that the priorities are agreed and owned before the programme begins.

Not all gaps are equal. We identify the capability gaps that will have the greatest impact on individual performance and business outcomes, and sequence development around those priorities.

• We distinguish between gaps that are critical for the current role, gaps that are relevant for the next level, and gaps that reflect personal development preferences. Development investment is concentrated on the first category.
• We also distinguish between gaps that are developable in a 10-12 week programme and gaps that require longer-term investment or a different kind of intervention. This prevents the development plan from becoming an unrealistic list of everything that needs to improve.
• The priority gap analysis is reviewed with the individual and their manager. Alignment on what matters most is a prerequisite for the development plan to be taken seriously and acted on.

Each participant receives a development plan built from their specific assessment data. The plan specifies what to develop, how to develop it, and how progress will be measured.

• Development plans are built in TalentPrint, which means they are connected to the assessment data that generated them. Each development action is linked to a specific competency gap, not to a generic learning objective.
• The Talent Genome provides the development guidance for each competency - the behaviours to develop, the experiences that accelerate development, and the indicators that show progress. This makes the plan specific enough to act on.
• Plans are designed to be realistic. A typical plan covers three to five priority competencies over a 10-12 week period, with a mix of structured learning, on-the-job application, and manager-supported practice.

Development interventions are delivered by Peopletree facilitators, your internal L&D team, or a combination. Every intervention is mapped to a specific competency in the plan.

• Group workshops are designed around the shared priority gaps identified across the cohort. Where individual gaps diverge significantly from the cohort pattern, individual coaching sessions are added to address them.
• Manager involvement is built into the programme design. Managers receive a briefing on each participant's development priorities and are given specific guidance on how to support development in the flow of work. Development does not happen only in workshops.
• For senior leaders and high-potential individuals, individual coaching is the primary delivery mechanism. Coaches are matched to the specific competency priorities identified in the assessment, not assigned generically.

Development progress is tracked in DataWiz against the plan throughout the programme. HR and managers can see which gaps are closing and where additional support is needed.

• Participants complete structured reflection check-ins at regular intervals during the programme. These are not satisfaction surveys - they capture specific behavioural evidence of progress against the development plan.
• Manager check-ins are built into the programme cadence. Managers are asked to provide structured feedback on whether they are observing the behaviours the participant is working on. This creates a feedback loop that accelerates development.
• The DataWiz dashboard gives HR a real-time view of programme progress across the cohort. It shows completion rates, self-reported progress, and manager feedback scores by participant, by competency, and by team.

At the end of the programme, capability is re-assessed using the same framework as the baseline. The delta between pre- and post-programme scores is the primary measure of development effectiveness.

• Post-programme assessment uses the same TalentPrint methodology as the baseline, so the comparison is valid. We present the pre-post delta to HR and the executive team as evidence of capability improvement.
• The measurement report identifies which competencies improved most, which improved least, and what the likely causes are. This informs the design of the next development cycle.
• The post-programme data also feeds directly into succession planning and talent identification. Participants who have demonstrated the strongest development trajectory are flagged as high-potential individuals for the succession pipeline.