Post on 23-Dec-2015
Performance Development Planning (PDP)
Agenda – Staff session
1. Overview (15 min)o What is it, why do ito What’s different
2. Career Planning and Development (45 min)
3. Preparing for the annual Performance Review (20 min)o Performance Process and Form(s)
Overview
We are the creative force of our life, and through our own decisions rather than our conditions, if we carefully learn to do certain things, we can accomplish those goals.
Stephen Covey
What is it?
Performance PlanningDialogue between manager
and staff to set clear, specific performance expectations at
the beginning of cycle
Performance ReviewTwo way discussion and
written document focusing on staff performance, areas of
excellence, goals for improvement and development
needs
Ongoing CoachingTwo way discussion which
focuses on recognizing excellence and areas for
improvement and learning as well as barriers to
performance
FeedbackWays in which feedback can
be collected which may include peers, clients or 1:1 between Manager and staff
Performance CriteriaInformation which provides
the foundation for performance – job
description, organizational goals, competencies,
standards
Overview – Why do it?
To create and foster an ongoing, two-way communication process
which:
• clarifies expectations and how you contribute to the overall success
of the organization
• helps you reach your personal and professional goals through skill
development
• integrates consistent ongoing feedback and coaching practices
designed to support your development targets
What is different
Keeps a forward focus on the shifts in skills that are needed for employees to succeed
Builds a system that builds performance to meet organization needs
Identifies desired culture, behaviours and style
Links to other systems (training and development, communities of practice)
Shared vision, governance and framework
Partnership between Management and Staff
• Understanding how you contribute to
the organization’s goals
• Agreement on the targets which focus
on performance and behaviour
• Agree on what the Manager will
do to help remove barriers and allow
you to excel
• Agree on when you will meet throughout the year for coaching conversations
Performance Planning & Feedback
Knowing yourself is the beginning of all wisdom
Aristotle
Performance Planning Components
1. Expectations & goal setting
o What is required in order to be successful in your job - understanding performance expectations and contributions for the future period
o What are we trying to achieve and how you can contribute - understanding the department and organization goals
2. Leverage and build new capabilities
o utilizing your existing strengths and capabilities to achieve the goals
o What new skills, knowledge and competencies will you need to develop to be successful
Performance Planning – setting expectations
Specific What is the desired outcome?
MeasurableHow will you and your staff member know if the desired outcome has been achieved?
AttainableHave you and your staff member discussed and reached consensus on the outcome?
RelevantAre the assignments relevant for the position? Are they aligned with department or organizational goals?
Timely When will the result be achieved?
Think about...
Consider the six specific competencies related to your job:
What are some of the daily tasks or activities where these are performed?
What does ‘good’ performance look like? Ensure you are clear.
What are some projects or assignments you may need to complete? What
is the desired outcome? How will it be measured?
What “observable behaviours are important as you complete the task or
project?”
Creating Development Plans
1. Develop or improve skills, knowledge or competencies in their
current role
2. Acquire new skills, knowledge or competencies in current role
relating to:o a new assignment, o change to role responsibilities,o introduction of new process or technology
3. Obtain new skills, knowledge or competencies in preparation for
career development in a new role
Creating a development plan
Your currentSkills
DepartmentUnit Goals
UBC’s Objectives
Your Development
(in current role)
Your Aspirations
DevelopmentPlan
David Lampron’s career path
Dave credits his communication skills, self-awareness, and humility – “I didn’t know everything, in fact I pretty well knew nothing, but I was very eager to learn” – for contributing to his successful career development.
“UBC did many things to support my career development: provided me with challenging work assignments, mentors to guide me, financial and motivational support to complete an MBA degree, and career progression opportunities”.
Your Manager’s role
FIRST AND FOREMOST - to ensure you have the expertise and training required
to excel in your current position
WHERE POSSIBLE - support your career aspirations within IT by:• Helping you to ensure your aspirations are achievable in the organization (in
alignment with strategy, business needs and technology roadmaps)• Facilitating introductions• suggesting appropriate development opportunities (timing, resourcing,
learning methods)
Your role
To take ownership and initiative for your development within
your current position and for your future career aspirations
• for your current role – embracing change, welcoming
feedback and extending yourself
• for a new role - creating and owning a development plan for
yourself
Steps to your development plan
1. Assess where you are (self assessment)
2. Determine where you want to be (career framework or
other)
3. Develop steps on how to get there (development activities
– self learning, courses, mentoring)
Step one – self assess
Identify:
o Your strengths – what are you good at?
o Your interests – what motivates and inspires you?
o Your preferences – what are the places, people and things that you
value - time, location, type of work, style, earnings, flexibility
oYour personality type or working style – introvert vs extrovert,
thinking vs feeling etc
oWhere you can add value to the organization – what does the
organization need to be successful and how can you contribute
Self Assess.....
Self assessment tools:
Strengths Finder
Myers Briggs
EQ-i – Emotional Intelligence
Seek feedback from your:
o manager
o peers and coworkers
o clients
o where you volunteer
Feedback
Actively participating in 1:1’s with your manager and seeking
feedback
Take advantage of coaching opportunities
Put aside ego – we all have
opportunities to grow, learn
something new, and gain new
perspectives
Feedback & staff development
Acknowledge the strengths
Focuses on the actions required to move forward
Identifies plans to overcome obstacles
Helps you to achieve your goals
Fosters a productive working relationship.
helps reinforce positive work skills and habits
Step Two - where do you want to be?
Step Three – Create a development plan
On the career framework website
Two development plan
template alternatives and
instructions
Tips for staff
Competency Resource guide
for development competencies
Steps
1. Perform self-assessment
2. Identify development opportunities
3. Initiative some self-development activitieso Take on some new taskso Do some self learning – reading, courses
4. Discuss with your manager. See what your
Manager can do to support your development.
5. Discuss best learning methods, agree on
outcome and timeline
6. Track progress and celebrate success!
“I’d like time to share my ideas and opinions and have a hand in the performance review”
“ by the time the performance review comes, all the good work I’ve done isn’t remembered”
“ while money is important, I’d like to know that what I do is valued, important and contributing to something bigger”
Performance Review
Preparation for the discussion
Reflect on the past year. Summarize your progress over the past
year, the goals you’ve met, areas of excellence and areas for
improvement. Include examples.
Prepare a development plan which includes opportunities to excel within your current position and
add value to the organization Career aspirations you may have
What will be covered in the meeting
1. your self assessment on last year’s performance and goals. Discussion which
includes your manager’s observation and assessment.
2. your aligned job description and job title. Overview of competency proficiency
3. your department’s goals and discussion/agreement on your individual goals.
Your manager will identify how your individual goals contribute to the overall
dept/unit goals.
4. your development plan
5. agreement on meeting throughout the year for 1:1’s
Desired Outcomes
1. Identified how your performance compared to the expectations that were
established.
2. Provided feedback on how your performance is helping the group achieve its
goals.
3. Motivated you to continue doing what you do well, building on your strengths
and improving your performance where needed.
4. Identified barriers to performance and how to address them.
5. Agreed on your development opportunities and activities.
6. Completed the annual assessment that is required.
Resources
Creating and Using a Development Plan
Personal Career Development Plan templates
http://careerframework.ubc.ca\it
Coaching http://www.hr.ubc.ca/coaching/coaching-resources
UBC learning and development programs http://www.hr.ubc.ca/learning-development3/