This course contains the use of artificial intelligence.

Most development plans are a list of courses. A year later the courses are finished, the certificates exist, and nothing about the work has changed.

The plan was built from what was available to learn rather than from what actually separates you from the role you want.

Why development stalls

You cannot name the capability you are missing, only that something is missing. Feedback arrives as adjectives — more strategic, more visible — which describe an impression rather than a behaviour, so there is nothing to practise. Self-assessment says one thing and the people around you would say another, and nobody has arranged for you to hear it.

Then training happens, transfer does not, and the old habits return within a fortnight because nothing supported the new ones.

How capability is actually defined

Thirty-seven lessons. Eight on competencies: what one is, why observable behaviour is the unit, the competency pyramid, sources of information, critical incident analysis for describing a capability precisely, rating scales and their validity, ready-made libraries and how to use them without importing a generic version of yourself, and how competencies drive hiring, pay and promotion decisions.

Then five on the job profile, which is the document that states what a role is actually assessed against: how one is built through interviews and observation, how competencies are worded for a specific role, and how a profile turns into a scorecard, a career ladder, a development plan and a set of goals.

Measurement, learning and mentoring

Then eight on 360 feedback: questionnaire design through critical incidents, describing behaviour rather than traits, anchored scales, distribution and response rates, assessor bias, the feedback conversation itself, linking results to development and succession, and building a working instrument in a free form tool.

Then ten on learning as a discipline: ADDIE, diagnosing the outcome you expect before choosing material, the nine steps of how learning works, the sixteen factors that determine whether knowledge reaches your actual work, performance support afterwards, evaluation, and development beyond training.

And six on mentoring from both sides: matching, preparation, the first meeting, rules and boundaries, closing the relationship deliberately rather than letting it fade, and seven typical scenarios.

A note on framing. This material was recorded for people who build these systems inside organisations. For your own development that is an advantage: once you know how capability is defined, described and measured by employers, you stop developing blind.

Who is teaching this

Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals, writing the competency models people were then promoted against.

What is included

• Lifetime access to all course materials

• Active instructor support in the Q&A section

• Udemy Certificate of Completion

• Practical assignments and real business cases

• A section with additional courses, tools and resources

Start here

Write down the capability you most want to develop, then rewrite it as something an observer could see you doing. If the second version will not come, that is the reason the first one has not moved in two years. Enrol now and start the first lesson today.