POP (Personal development plan) - interviews


Why this training?

In a changing environment adjustments from the organisation and their employees are required. This requires employees to be able to master new competences or further professionalise these. The responsibility for this is increasingly placed in the hands of the employee himself. Via conducting development-focused interviews (POPs, personal development plans) conditions are created for this. However, it’s the task of the manager to support employees with this by coaching them.

In the training you learn to act as a coach in development interviews. Coaching is a specific style of management and support of employees, aimed at the development of employees. A style that encourages employees to greater involvement, personal development and achieving results. You learn to see the differences between a POP interview and other interviews and see the connections. Also you learn to link with mobility policy, if present. Naturally we will hand over a model for preparing and conducting a POP interview. You learn to deal with 4 types of employee-behaviour in a POP-interview and to align the coaching with this. Subsequently you learn to support the employee in the writing of a personal development plan.



  • What is competence management?
    The POP interview in relation to other interviews and mobility
    What is involved with behavioural change?
    Coaching skills and personal coaching profile
    Competence game
    Give development-focused feedback
    Make development objectives SMART
    The POP-interview: the ins and outs
    Conducting of POP-interviews with an actor
    Writing a personal development plan

Results of this training

After the training the definition competence has been given more tangible substance. You have a clear structure to conduct POP-interviews. This structure is adapted to the methodology as supported within your organisation. You are able to clearly position the interview against other interviews, like performance- and assessment interviews. The core is that you know how to coach employees to take responsibility themselves for their own personal development. This takes shape by letting employees write their own personal development plan after the first interview.


Below you find examples of interventions, which can be deployed either combined or separately.


Intervention trajectory

Capability Building

  • Traineeships
  • MD development
  • Top Talents
  • Ambition management
  • Project-based working