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Development plans nobody has to write.

Start with one goal and get a plan with steps for Monday.

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Most development goals never become a plan.

Goals get set in a review and go nowhere, because turning one into steps someone can take on Monday is nobody's job.

Two ways a development plan starts

  • After a review

    After an annual or quarterly review, an employee and their manager agree on a development plan to close a skill gap or reach their objectives.

  • From a career path or an internal opportunity

    The plan starts from the gap between the employee's profile and the role they are aiming for.

A development conversation that ends in a plan

  • Start from a goal

    A person says what they want to get better at, and that is the whole input.

  • Start with no setup

    You don't need a defined position or a competency framework to get started.

  • Get concrete steps

    Training to take, tasks to do on the job, and checkpoints along the way.

  • Edit any step

    Change any step, add your own, and remove the ones that don't fit.

  • Let managers create plans

    A manager creates the plan for someone on their team, and that person is notified.

  • Invite a mentor or a peer

    Invite one person to follow the plan and leave notes. They accept or decline.

  • Self-driven, manager-supported, or company-assigned

  • Skill-gap detection

  • Reskilling tracks

  • Milestones and timeline

  • Plan templates

Every step points at something you can take

  • Learn

    The step where knowledge is the gap: a course, an article, a resource.

  • Prepare

    Practice it, plan it, and organize it before it's real.

  • Execute

    Deliver, present, or build: the step that shows up in real work.

  • Your own courses

    A step can link to a course in your academy.

  • Courses from the catalog

    Or to an external course from the On-Demand Catalog.

  • A link, or just a task

    Not everything worth doing is a course.

  • Set a target skill level

    Each skill has a target level from 1 to 5, alongside its current level.

  • Name competencies on the plan

    The competencies each step is meant to develop, named on the plan itself.

  • Track progress step by step

    Each step completes on its own, so progress is real rather than a percentage.

  • Draft first, then commit

    A plan is a draft until the person commits it.

  • Record the completion date

    Completion is recorded when every step is done.

  • Funded when it has a cost

    An external course is a request, an approval, and a payment.

  • Suggested content by skill

  • Internal and external sources

  • Refreshed as the goal changes

Pick a path, and the gap becomes the plan

People ask where they could go next, and the honest answer is usually a conversation and a guess. Your company's career paths live in Juno, each one listing the competencies, know-how, and behaviors that role expects, at the level it expects them, with the training to get there attached. A person picks a path, sees the gap between it and where they are today, and turns that gap into a plan linked to the path: on their own, with their manager, or with HR.

What the role requires, next to what this person has today.

Before

Position

Senior Engineer, Platform

  • Terraform at scale
  • Observability tooling
  • Shadow two incidents

After the position changed

Position

Staff Engineer, Platform

  • Observability tooling
  • Shadow two incidents
  • Run a game day
  • Write the decision record

Nobody edited anything

The same plan before and after the position changed. Nobody edited anything.

Paths, positions, and frameworks are built in Talent Development.

  • Define competencies by level

    Every role states which competencies it needs and the level required.

  • Define know-how by level

    The practical skills the work requires, at the level it requires them.

  • Define behaviors by level

    How the role is expected to work with other people, described rather than implied.

  • Attach the training

    Each requirement comes with the learning that closes the gap.

  • Pick your target

    The person chooses the path, and Juno calculates the gap.

  • See every path, anytime

    Your company's paths are visible whether or not a position is open today.

  • Create plans three ways

    The employee alone, the employee with their manager, or HR.

  • Plans update automatically

    When the position changes or the expected level rises, the plan updates without anyone retyping it.

The competencies, levels, and training behind a plan also power partner certification tracks and customer academies, with a different final step.

From the people who run it

Three customers on development plans, in their own words.

“Juno has been a perfect match for us as a company. What truly makes a difference is that we have been able to design personal and professional development plans aligned with our business needs.”
Adam M.Learning and Development Lead, Minute Media
“By creating personalized development paths with Juno Journey, we have been able to create an employee-centric learning approach at our organization, which has significantly boosted our employee engagement and satisfaction”
Mariam K.Knowledge Manager, Prodware
“The most important thing for us is to allow our employees and managers to get access to all Personal Development tools and needs, in one place. We can see the analytics at any moment and track all the L&D activity in the organization, and that is extremely valuable for us.”
Lucia K.Head of People, Optival

Track where you are and where you're going

Track step completion with a visual tracker, get nudges when a plan stalls, and see skill levels change in self and manager reviews.

  • Step completion

  • Visual progress tracker

  • Nudges and blockage alerts

  • Self and manager evaluation

  • Engagement over time

Your manager sees the plan, not the drafts

Hadar's view

Her team · Rina Halevy

Move into incident command

Committed
Status1 of 4 steps done · due Dec 15
Next stepShadow two incidentsPrepare
CommentTake the Tuesday incident with Omri. I'll sit this one out.Hadar Peretz · Oct 3

  • You

    Everything you own, drafts included.

  • Your manager

    Committed and completed plans. Drafts stay private.

  • Your mentor

    Only the plans they were invited to mentor.

  • A peer

    Only the plan you partnered on.

  • Admins

    Every plan in the company.

  • Mentorship requests

  • Feedback loops

See development at the team, department, and company level

  • See who is developing, with one filter

  • Completion analytics

  • Automated plan assignment

  • Plan templates

  • HRIS sync

  • Export at three levels

Where this runs

The plan is the starting point. These three journeys show what people do with it.

Convert business goals into PDPs

The quarter's goals reach every person as something they can act on.

Coach and grow your team

What a manager does with a plan between the conversations.

Run the performance cycle

The follow-through, on the company's schedule.

A gap that appears mid-quarter does not wait for the next plan. See the full journey.

Frequently asked questions

What is a personal development plan?

A personal development plan sets out what a person needs to learn to grow in their role, and what they are doing about it. In Juno, a plan starts from a goal someone sets or from the position they hold, and it includes training steps, tasks, checkpoints, and a target level for each skill.

How is a development plan different from a course?

A course is content. A learning path is a sequence of content. A development plan combines what a role expects of someone with what they are doing to close the gap, with content attached to each step, a target skill level, a date, and a manager who can see it.

Can a manager create or see an employee's plan?

Yes. A manager can create a plan for someone on their team, and that person is notified. Managers see committed and completed plans, and drafts stay private. They also see each direct report's skills, competencies, and progress on each step, and they approve the spend when a plan needs a paid course.

How do you measure progress on a development plan?

Three things change, and all of them are visible on the plan. Each step is tracked individually. Each skill has a target level from 1 to 5 and a current level that changes over time. The person and their manager each assess the same competencies against the levels the position describes.

What has to be set up before employees have plans?

For a goal-driven plan, nothing. A person names what they want to get better at, and Juno suggests the steps. Position-based plans need two things your admins set up once: the positions people hold, and what each one expects at each level. Career paths, positions, and frameworks are built in Talent Development.

Can we import our existing plans, and export them?

Yes, both. You can import plans in bulk from a CSV file, which is how teams move plans that live in spreadsheets today. You can export at three levels: your own plans, a manager's team, and every plan in the company, filtered by person, department, date, status, or completion.

Can I ask ChatGPT who has a stalled plan?

Yes. Juno's MCP lets the assistant your company already uses read and act in Juno. Ask ChatGPT, Claude, Copilot, or Cursor who has a committed plan with no activity this quarter, and it answers from Juno. It can only see and do what your own Juno role allows.

Is this an internal job board?

Yes, and it goes further than a job board. Juno shows every career path and internal opportunity in the company, with what each role expects: competencies, know-how, and behaviors at the required level. An employee picks a path or an opportunity, sees the gap between their profile and the role, and turns that gap into a personal development plan. The same plans also cover skill-gap and goal-based development agreed with a manager after a review.

How much does it cost?

Pricing is published on the pricing page.