Pre-Planning, Supervisor and employee prepare independently for meeting (Freshman and Rubino, 2007). Employee completes all agency required self-assessments. Supervisor reviews performance evaluations, seeks feedback from stakeholders such as employee’s peers, subordinates, upper managers, other agency personnel who interact with the employee, and, where appropriate, external stakeholders [employees of other state and federal agencies, vendors, clients, legislators, etc (Goldberg, 201). Supervisor reviews agency mission and goals and determines which pieces of the employee’s job are critical to meeting the mission and goals. Supervisor should also review the work unit goals and objectives and determine which parts of the employee’s job are critical to goal and objective success (Gorman, 2008).
Employee/Supervisor Meeting, Discuss employee strengths, areas for improvement, interests, goals, and organizational requirements (Pollison, 2008).
Prepare Individual Development Plan, Employee, in consultation with supervisor, completes plan for individual development (Kohn and Corrigan, 2007).
Supervisor seeks approval of upper management [if required by Workforce Development Committee/Plan and/or organizational policies and procedures] (Sahlman, 2007).
Implement Plan, Employee pursues training and development identified in plan.
Evaluate Outcomes, Supervisor/employee evaluate usefulness of training and development experiences (Atkins and Murphy, 2003).
Personal development planning helps identify the employee’s development goals and the strategies for achieving them by linking them to the organization’s mission and goals. Typically, the Personal Development Plan would be developed and reviewed annually but a multi-year plan can be developed. This plan is intended to (Bass and Avolio, 2010):
Encourage the employee to take ownership of his/her organizational development
Provide an administrative mechanism for identifying and tracking development needs and plans to help meet agency critical mission and goals
Assist the agency in planning for its annual training and development requirements (Brunt, 2006).
Individual development planning benefits the organization by aligning employee training and development efforts with the mission, goals, and objectives of the agency (Contino, 2008), supervisors develop a better understanding of their employees’ professional goals, strengths, and development needs which can result in more realistic staff and development planning. Employees take personal responsibility and accountability for their development, acquiring or enhancing the skills they need to stay current in required skills. Clarify your manager’s expectations of your work and receive constructive performance feedback Confirm the requirements / priorities of the job for the coming year in the form of objectives (Emden, 2008).
Facilitate pay and career progression
Highlight your achievements and discuss concerns for joint problem solving
Develop your potential and increase your job satisfaction
Discuss and agree development needs and how these might be met
Identify and implement areas for service development/improvement
Ensure that your work priorities (Freshman and Rubino, 2007).
It is expected that your manager will have regular one to one meetings with you throughout the year to discuss your work, development and support needed, the development review is an opportunity to think about this in a structured way and as with the one-to one meetings, should be a two way process between you and your manager (Gorman, 2008). The review is an ongoing cycle of review, planning, development and evaluation for staff against the demands of their posts taking into consideration organizational and individual needs. Employers and staff representatives, acting in partnership, will monitor decisions on pay progression to ensure that there is no discrimination or bias (Goldberg, 201).