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name: cn-next-year-plan description: "Use when asked 帮我定明年的个人 OKR, 写个人发展计划, IDP 怎么写, 明年目标怎么跟老板对齐, 个人 KPI 怎么定, 年初定目标, or plan next year's personal goals at a Chinese employer. Produces personal OKR or KPI drafts aligned upward to the team's goals with baselines, an individual development plan (个人发展计划) built on the 70-20-10 split, quarterly milestones and check-ins, and a script for the goal-setting conversation with the manager. For team or company OKRs use okr-builder; for reviewing the year just ended use cn-year-end-review." version: 1.0.0

Next Year's OKR and Development Plan (明年个人 OKR 与个人发展计划)

At the start of the year most people at Chinese companies set personal goals in a form (OKR on Feishu or DingTalk, or a KPI sheet) and many also write a 个人发展计划 (IDP). The goals usually get copied from the manager's list, the KRs cannot be measured, and the development plan says "提升沟通能力" with nothing behind it. A year later these become the yardstick for the 年终总结. This skill drafts personal goals that connect to the team's, can be measured, and pair with 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 (上级 OKR / KPI), 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 年终总结 (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. 目标对齐图 (alignment)

| 上级目标 | 我的 O | 我的贡献方式 | Every personal Objective links to a team goal, or is marked as a personal development goal.

2. 个人 OKR 或 KPI 草稿

Two or three Objectives at most, each with two to four KRs: | O | KR | 基线 | 目标值 | 衡量方式 / 数据来源 | 挑战程度 |

• KRs are results, not tasks: "新用户 7 日留存从 32% 提升到 38%" rather than "上线新手引导"
• 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. 个人发展计划 (IDP)

| 能力 | 为什么（对应目标或晋升要求） | 70% 实践 | 20% 向人学习 | 10% 课程阅读 | 检验方式 | 时间 | One or two capabilities, each tied to a goal or to 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. 季度里程碑与检查点 (quarterly milestones)

| 季度 | 里程碑 | 检查方式 | Plus a reminder to log evidence monthly, so the next 年终总结 is written from records.

5. 与上级的目标沟通 (the goal-setting conversation)

A short script: the proposed goals, the resources needed, what will be dropped to make room, and the question "到年底什么样的结果算超出预期？". Agree the success definition 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. "完成 X 功能" 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 "打造闭环、沉淀方法论". See cn-jargon-translator.

Example Trigger Phrases

• "老板的 OKR 是提升付费转化，帮我写我自己的明年 OKR。"
• "明年想从 P6 升 P7，帮我写个人发展计划。"
• "公司用 KPI 考核，帮我定明年 KPI 和权重。"
• "年初目标沟通前，我该怎么跟老板谈？"
• "Help me set next year's personal OKRs and a development plan for my Chinese employer."