cn-next-year-plan

Next Year's OKR and Development Plan

At the start of the year, most people at Chinese companies set personal goals in a form (OKRs on Feishu or DingTalk, or a KPI sheet), and many also write an individual development plan (IDP). Goals are often copied from the manager's list, KRs cannot be measured, and the development plan says "improve communication skills" without a concrete plan. A year later these become the yardstick for the year-end review. This skill drafts personal goals connected to the team's, with measurable results and a development plan the person can actually follow.

Write in Simplified Chinese unless asked otherwise. Follow the company's form and rating rules where they differ from this structure.

Required Inputs

Ask for these if not provided, otherwise infer and label the assumption:

The team's or manager's goals for next year (the manager's OKRs / KPIs), or the direction they have stated
The person's role and level, and the level they want next
This year's results, briefly, or the year-end review (from cn-year-end-review)
The system: OKR (often not tied directly to rating) or KPI (scored), and the scoring scale
Development wishes: skills to build, a promotion target, a move to a new area
Constraints: headcount, budget, known reorganisations

Output Structure

1. Goal alignment map

| Manager's goal | My objective | How I contribute | Every personal objective links to a team goal or is marked as a personal development goal.

2. Draft personal OKRs or KPIs

KRs are results, not tasks: "Increase new-user seven-day retention from 32% to 38%" rather than "Launch onboarding"
Each KR has a baseline and a data source; where the baseline is unknown, the first task is to measure it
For KPI systems: the weight and the scoring rule for each item, and a check that the person can influence it

3. Individual development plan (IDP)

| Capability | Why (linked goal or promotion requirement) | 70% practice | 20% learning from others | 10% courses and reading | Validation | Timing | One or two capabilities, each tied to a goal or the next level's requirements (see cn-level-mapper for level expectations), with a concrete project, a named mentor or partner, and a way to show progress.

4. Quarterly milestones and checkpoints

| Quarter | Milestone | Check method | Also remind the person to log evidence monthly so that the next year-end review is based on records.

5. The goal-setting conversation with the manager

A short script: proposed goals, resources needed, what will be dropped to make room, and the question "What year-end result would count as exceeding expectations?" Agree the definition of success in writing after the meeting.

Quality Checks

Every Objective links to a team goal or is marked as development
Every KR is measurable, with a baseline (or a task to measure it) and a data source
No more than three Objectives
The IDP names a project, a person and a check, not only a course
The plan states what will be stopped or deprioritised
No baseline or target number was invented

Anti-Patterns

Tasks dressed as KRs. "Complete feature X" is an activity; the KR is what it changes.
Copying the manager's goals word for word. Show the person's own contribution.
Ten goals. Nobody can focus on ten.
An IDP that is a reading list. Most growth comes from work assignments.
Setting goals and never looking again. Quarterly check-ins keep the year-end review honest.
Jargon goals such as "build a closed loop and distil a methodology". See cn-jargon-translator.

Example Trigger Phrases

"My manager's OKR is to improve paid conversion. Help me write my own OKRs for next year."
"I want to move from P6 to P7 next year. Help me write an individual development plan."
"My company evaluates performance using KPIs. Help me set next year's KPIs and weights."
"Before our start-of-year goal-setting meeting, how should I discuss my goals with my manager?"
"Help me set next year's personal OKRs and a development plan for my Chinese employer."