---
name: career-development
description: Support employee career development including career pathing, individual development plans, mentoring programs, stretch assignments, internal career markets, and career transition support. Use when designing career development programs, creating development plans, facilitating career conversations, or building internal mobility platforms. Triggers on phrases like "career development", "career planning", "career path", "development plan", "IDP", "mentoring program", "stretch assignment", "career conversation", "internal career market", "career growth", "career transition", "succession readiness", "career framework".
---

# Career Development

Support employees in growing their careers through structured development opportunities and guidance.

## Workflow

1. Assess current state: Employee skills, interests, aspirations; organizational needs.
2. Define career paths: Role families, progression criteria, competency frameworks.
3. Facilitate career conversations: Manager-employee dialogues about goals and growth.
4. Create development plans: Individual development plans (IDPs) with specific actions.
5. Provide development opportunities: Training, mentoring, stretch assignments, job rotations.
6. Support internal mobility: Internal job postings, transfer processes, promotion criteria.
7. Track progress: Development milestone reviews, career path advancement.
8. Measure outcomes: Internal fill rate, retention, engagement, promotion equity.

## Career Framework

```
CAREER PATH MODELS
===================

TRADITIONAL LADDER (Vertical):
  → Individual Contributor → Senior IC → Manager → Senior Manager → Director → VP → Executive
  → Clear progression criteria at each level
  → Limited paths; "manage or plateau" problem
  → Best for: Traditional hierarchies, defined career tracks

DUAL CARER LADDER (Technical + Managerial):
  → IC track: Analyst → Senior Analyst → Principal → Fellow → Distinguished Fellow
  → Management track: Manager → Senior Manager → Director → VP → Executive
  → Parity: Equivalent compensation and prestige across tracks
  → Lateral movement: Can move between tracks
  → Best for: Organizations with deep technical roles (engineering, data science)

MATRIX MODEL (Multiple dimensions):
  → Depth: Expertise in specific domain
  → Breadth: Cross-functional capabilities
  → Leadership: People, project, thought leadership
  → Network: Internal and external influence
  → Employees develop across multiple dimensions
  → Best for: Flat organizations, matrix structures, innovation-driven companies

JUNGLE GYM MODEL (Flexible paths):
  → No single "correct" path; multiple routes to growth
  → Lateral moves valued as much as upward moves
  → Skills and experiences accumulated over career
  → Employee-driven exploration
  → Best for: Agile organizations, diverse talent, employee autonomy

CAREER SPINES / ROLE FAMILIES:
  → Group related roles into families (Engineering, Sales, Operations, etc.)
  → Each family has defined career progression
  → Cross-family movement possible with development
  → Compensation bands aligned across families at equivalent levels
```

## Individual Development Plan (IDP)

```
INDIVIDUAL DEVELOPMENT PLAN TEMPLATE
======================================

SECTION 1: CAREER ASPIRATIONS
  → Short-term goal (12–18 months): [Desired role, skills, or impact]
  → Long-term vision (3–5 years): [Career direction, leadership aspirations]
  → What motivates you: [What types of work energize you?]
  → Preferred work style: [Independent, collaborative, analytical, creative, etc.]

SECTION 2: CURRENT STATE ASSESSMENT
  → Strengths: [Top 3–5 strengths with examples]
  → Development areas: [2–3 areas for growth]
  → 360 feedback themes: [Consistent themes from peers, manager, direct reports]
  → Skills inventory: [Current skills vs. target role requirements]

SECTION 3: DEVELOPMENT GOALS AND ACTIONS
  → Goal 1: [Specific development objective]
     Action: [Specific activity — training, assignment, mentoring, etc.]
     Timeline: [Start and completion dates]
     Resources: [Budget, tools, people support]
     Success measure: [How will we know goal is achieved?]

  → Goal 2: [Specific development objective]
     Action: [Specific activity]
     Timeline: [Dates]
     Resources: [Support needed]
     Success measure: [Metric or behavioral indicator]

SECTION 4: 70-20-10 DEVELOPMENT MIX
  → 70% EXPERIENTIAL (On-the-job):
     → Stretch assignment: [Specific challenging task or project]
     → Job rotation: [Different role/team experience]
     → Cross-functional project: [Collaboration across boundaries]
     → Committee/task force participation

  → 20% SOCIAL (Learning from others):
     → Mentoring relationship: [Mentor identified or seeking]
     → Coaching: [Formal or informal coaching engagement]
     → Peer learning: [Communities of practice, peer groups]
     → Shadowing: [Observing others in target roles]

  → 10% FORMAL (Structured learning):
     → Courses: [Specific courses or programs]
     → Conferences: [Professional development events]
     → Reading: [Books, articles, research]
     → Certification: [Professional credentials]

SECTION 5: MANAGEMENT AND ORGANIZATION SUPPORT
  → Manager support: [What manager will provide — time, resources, advocacy]
  → Organization support: [Training budget, internal mobility access, development programs]
  → Check-in cadence: [Monthly, quarterly development conversations]

SECTION 6: REVIEW AND ADJUSTMENT
  → Progress review dates: [Quarterly checkpoints]
  → Formal review: [Annual IDP review and update]
  → Flexibility: IDP evolves as career interests and business needs change
```

## Development Conversations

```
CAREER CONVERSATION GUIDE
===========================

FREQUENCY: At least annually; ideally quarterly; triggered by role changes, performance reviews

PREPARATION:
  → Employee: Self-assessment, career interests, development ideas
  → Manager: Performance observations, organizational opportunities, development resources

CONVERSATION FRAMEWORK:

  1. REFLECT ON CURRENT ROLE:
     → What aspects of your role are most energizing?
     → What aspects are draining or less fulfilling?
     → What have you accomplished that you're proud of?
     → Where have you grown in the past year?

  2. EXPLORE ASPIRATIONS:
     → Where do you see yourself in 2–3 years?
     → What skills or experiences do you want to develop?
     → What kind of impact do you want to have?
     → Are you interested in individual contributor or leadership growth?

  3. IDENTIFY OPPORTUNITIES:
     → What stretch assignments are available?
     → What cross-functional projects align with your interests?
     → What internal roles match your development goals?
     → What training or development programs would be valuable?

  4. CREATE ACTION PLAN:
     → Specific actions for next 6–12 months
     → Resources and support needed
     → Timeline and milestones
     → How progress will be tracked

  5. DISCUSS INTERNAL MOBILITY:
     → Interest in lateral moves or promotions
     → Organizational needs and available opportunities
     → Skills gaps to address before transition
     → Internal job posting process

FOLLOW-UP:
  → Document key takeaways and action items
  → Update IDP based on conversation
  → Schedule next check-in
  → Manager advocates for development opportunities
```

## Mentoring and Sponsorship

```
MENTORING PROGRAM STRUCTURE
=============================

MENTORING VS. SPONSORSHIP:

  MENTORING:
    → Focus: Advice, guidance, skill development, perspective
    → Relationship: Regular meetings, trusting, developmental
    → Duration: 6–12 months typical
    → Match: Similar experiences, complementary skills, shared interests
    → Outcome: Personal and professional growth, confidence, network expansion

  SPONSORSHIP:
    → Focus: Advocacy, visibility, opportunity creation
    → Relationship: Senior leader advocates for mentee in closed-door discussions
    → Duration: Ongoing as long as sponsor is in position of influence
    → Match: Senior leader with influence in target area/organization
    → Outcome: Promotions, high-visibility assignments, career acceleration

MENTORING PROGRAM DESIGN:

  STRUCTURE:
    → Formal program: Matched pairs, structure, timeline, training
    → Informal network: Self-identified mentoring relationships
    → Group mentoring: Multiple mentees per mentor (efficient scaling)
    → Peer mentoring: Similar-level employees supporting each other
    → Reverse mentoring: Junior employees mentoring senior leaders on specific topics

  MATCHING CRITERIA:
    → Development goals alignment
    → Industry/functional experience
    → Communication style compatibility
    → Diversity: Cross-demographic mentoring for broader perspective
    → Availability and commitment

  PROGRAM ELEMENTS:
    → Mentor and mentee training: Role expectations, communication skills
    → Kickoff event: Relationship building, goal setting
    → Check-ins: Mid-point and end-of-program reviews
    → Resources: Conversation guides, topic suggestions
    → Recognition: Appreciation for mentors; program outcomes shared
    → Evaluation: Satisfaction surveys, relationship outcomes

  SUCCESS FACTORS:
    → Voluntary participation (not forced)
    → Clear expectations and structure (without being rigid)
    → Executive sponsorship of the program
    → Training for mentors (not all good leaders are good mentors)
    → Flexibility to rematch if pairing isn't working
```

## Internal Career Market

```
INTERNAL MOBILITY PLATFORM
=============================

INTERNAL JOB POSTINGS:
  → All open positions posted internally first (minimum 5–7 days before external)
  → Internal candidate application process: Simplified (existing profile data)
  → Manager notification: Current manager informed (not approval required for application)
  → Interview process: Similar to external, leveraging existing performance data
  → Transition planning: Handoff from current role, knowledge transfer

SKILLS-BASED INTERNAL MATCHING:
  → Employee skills profile: Updated skills, interests, career goals
  → Project matching: Short-term assignments aligned with development goals
  → Gig marketplace: Internal project-based work (20% time, side projects)
  → AI-powered recommendations: "Based on your skills and interests, consider..."

INTERNAL MOBILITY METRICS:
  → Internal fill rate: % of open roles filled by internal candidates
  → Internal mobility rate: Employees who changed roles internally
  → Promotion rate by demographic (equity analysis)
  → Time-to-fill comparison: Internal vs. external
  → Retention impact: Do employees who move internally stay longer?
  → Manager satisfaction: Quality of internal hires vs. external

POLICY CONSIDERATIONS:
  → Minimum tenure requirement: e.g., 12 months in current role
  → Performance requirement: Meets expectations in current role
  → Manager rights: Current manager has right to retain (with conditions)
  → Failed transition: Return to previous role option (with conditions)
  → Compensation: Aligned with new role (market-competitive)
```

## Integration Points

- Performance management: Development goals linked to performance reviews
- LMS: Training and course completion tracking
- HRIS: IDP storage, skills inventory, internal posting management
- Succession planning: Career development informs successor readiness
- Engagement surveys: Career development as engagement driver
- Manager toolkit: Career conversation guides, development resources
- Mentoring platform: Matching, tracking, program management
- Recruitment: Internal candidate prioritization

## Edge Cases

- **Flat organizations**: Limited vertical advancement; emphasize lateral growth, expertise depth
- **Small teams**: Fewer internal opportunities; external partnerships, cross-company programs
- **Global mobility**: International transfers; visa requirements; cultural adaptation
- **Career changers**: Non-linear paths; skills translation; development for new domain
- **Mid-career plateau**: Re-energizing experienced employees; new challenges
- **Voluntary stagnation**: Employees content in current role; respect choice while offering options