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Development plans nobody has to write.

One goal in, a plan out: steps someone can take on Monday, pointing at real courses, links and tasks, whether the plan is self-driven, manager-supported or company-assigned.

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Everyone has a development goal. Almost nobody has 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.

Goal to plan

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.

  • Nothing to configure first

    No position and no competency framework are needed to start.

  • The steps come back concrete

    Training to take, tasks to do in the work, checkpoints along the way.

  • Yours to edit

    Change any step, add your own, drop the ones that do not fit.

  • A manager can start it

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

  • 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

Plan contents

Every step points at something you can actually take

  • Learn

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

  • Prepare

    Practise it, plan it, organise it, before it is real.

  • Execute

    Deliver, present, build. The step that shows up in the work.

  • Your own courses

    A step points at a course in your academy.

  • Courses from the catalog

    Or at an external course from the on-demand catalog.

  • A link, or just a task

    Not everything worth doing is a course.

  • A target skill level

    Each skill carries a target level from 1 to 5, and a current one.

  • Competencies on the plan

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

  • Tracked item by item

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

  • Draft, then committed

    A plan is a draft until the person commits it.

  • Completed, with the date

    Completion is recorded when every step is done.

  • Paid for, if it costs

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

  • Suggested content by skill

  • Internal and external sources

  • Refreshed as the goal moves

Career paths

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 carrying the competencies, the know-how and the behaviors that role expects, at the level it expects them, with the training that gets there attached. Someone picks a path, sees the distance between it and where they are today, and turns that distance into a plan linked to that path: on their own, with their manager, or with HR.

What the role expects, beside 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.

  • Competencies, at a level

    Every role says which competencies it needs and how good is good enough.

  • Know-how, at a level

    The practical skills the work actually asks for, at the level it asks for them.

  • Behaviors, at a level

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

  • The training is attached

    Each requirement carries the learning that closes it.

  • You pick the target

    The person chooses the path. Juno computes the distance.

  • Every path, all the time

    The paths your company has are visible whether or not a seat is open today.

  • Created by three people

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

  • It re-derives

    The position changes or the expected level rises, and the plan follows without anyone retyping it.

The competencies, the levels and the training underneath a plan are the same ones a partner certification track and a customer academy run on, with a different last mile.

Said by the people who run this

Three customers on the same object, 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

Progress and level

Track where you are and where you're going

Step completion, a visual tracker, nudges when a plan stalls, and the level moving in self and manager reviews.

  • Step completion

  • Visual progress tracker

  • Nudges and blockage alerts

  • Self and manager evaluation

  • Engagement over time

Manager view

Your manager sees the plan, not the drafts

Dana'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 will sit out.Dana 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

Org-level view

See development at the team, department and company level

  • One filter, who is developing

  • Completion analytics

  • Automated plan assignment

  • Plan templates

  • HRIS sync

  • Export at three levels

Where this runs

The plan is the object. These three journeys are 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 clock.

A gap that appears mid-quarter does not wait for the next plan. The whole motion.

Questions people ask.

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 carries 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 is what a role expects of someone plus what they are doing to close the distance, with the 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 report's skills, competencies and progress on the steps, and they approve the money when a plan needs a paid course.

How do you measure progress on a development plan?

Three things move, and they are all visible on the plan. Each step is tracked on its own. Each skill carries a target level from 1 to 5 and a current level that moves. 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. Someone names what they want to get better at, and the steps come back. Position-derived plans need two things your admins build 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. Plans import in bulk from a CSV file, which is how teams move the ones that live in a spreadsheet today. Export runs at three levels: your own, 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?

Juno shows every career path the company has, with what each role expects: competencies, know-how and behaviors at their required level, and the training that gets there. Someone picks a path, sees the distance from where they are today, and turns it into a plan linked to that path.

How much does it cost?

Pricing is published on the pricing page.