Topic guide 7.2 Personal development in the occupational area

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Unit 7: Developing working relationships in construction and the built environment

With a changing job market it has never been more important to keep your skills current and developed. It is no longer the case that you have a job for life. Job change is more frequent and the expectations of employers change regularly. It is wise to watch the industry requirements and manage your own personal and professional development.

At the end of this topic guide you will have the tools to: • formulate aims and objectives for carrying out personal development • create a development plan to achieve your needs in line with

organisational requirements • monitor your development plan • manage change.

Personal development in the occupational area7.2

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7.2: Personal development in the occupational area

1 Formulate aims and objectives for carrying out personal development

Through your work on Unit 2: Managing the development of self and others, you have explored the basic principles of personal development plans (PDPs). The key is to identify your current skills and, through personal analysis, identify any shortfalls. You will be measured against the job specification when you are first interviewed. You will also be measured against performance criteria periodically throughout a working year, culminating in an annual review or yearly appraisal. Aims and objectives are, as you have discovered, a general way of identifying the needs of a job. By drawing up a set of clear and concise personal objectives, you can identify your aims – and then work on developing the specific skills you need to fulfil a role. Your personal development aims and objectives will be at the front of your personal development plan and should clearly state the rationale for this development work. Numbering the objectives makes it easier to track and monitor the progress of each outcome.

What are aims and objectives?As you discovered in Unit 2, aims are general broad statements that express the direction that you want to go in. Objectives put more detail into the plan to show how you will achieve these aims.

Portfolio activity (3.1, 3.4)Evaluate your current position and answer the following questions.

• Since starting this role, what personal development aims have I achieved? • How many personal development objective targets have I achieved? • How do I know I have achieved them?

Portfolio activity (3.1, 3.2)Take a fresh look at the PDP you created during your studies of Unit 2 and evaluate how successful it was.

• Were the main aims all achievable? • Are they still in line with the changing requirements of your business? • What new aims and objectives need to be added at this stage?

Assess current skills against organisational standards for current or projected future roleWhen you begin a new role, part of your time is spent finding out where you stand against the requirements of the job role and functions – you cannot expect to have all the skills and knowledge from day one. A judgement would have been made with your manager about the level of training or experience you needed to fully meet the role. Everyone needs some skill development, as job requirements, customers and the environment we work in change continuously.

Key termObjectives – these drill down into more ‘specific’ statements of how you will achieve your main aims. For example, if an aim was agreed to improve presentation skills, this could be broken down into a number of specific objectives:

• Develop timing skills for presentations.

• Limit the words and lines on presentation slides.

• Use more images. • Be aware and in control of body

language.

LinksThis portfolio activity is linked to HNC Unit 59: LO1 P1.1,1.2; HNC Unit 60: LO2 P2.1.

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Curriculum vitae (CV)You will have a CV now but how up to date and current is it? A basic CV will always stand you in good stead if a career opportunity comes your way. By keeping your CV current and updated, you can react quickly, enabling you to make the most of any opportunity. Many larger companies require staff to keep an up-to-date CV to use when responding to bids – giving potential customers an insight into the level of skills in the company they are potentially doing business with. This type of CV is a reduced version (it is different from a CV used for a formal job application) and outlines an up-to-date list of skills and personal attributes for a particular task.

The following weblinks may be helpful when you are updating or creating a professional CV:

https://nationalcareersservice.direct.gov.uk/advice/getajob/cvs/Pages/default.aspx

To save your CV on the National Careers Service site, you will need to create a free Lifelong Learning Account. You can create and download your CV without an account, but you will then need to save it to your computer or memory stick.

www.cipd.co.uk/hr-resources/factsheets/cvs-job-applications.aspx

NB: to view this resource, you will need to register for a free CIPD website account.

Portfolio activity (3.3)Using the weblinks listed above or any others you may be aware of, update your CV with all your latest achievements. Review the language you use and take into consideration any changes that have happened in your industry since your last CV review. Prepare a reduced CV that could be used as part of a bid response should a potential client consider employing your company; it should identify your particular skills, training and attributes.

Portfolio activity (3.1–3.4) Having worked on personal development of some basic skills in Unit 2: Managing the development of self and others, reflect on the areas shown in Figure 7.2.1. Decide if there are any areas you could easily improve on by taking one action. Discuss if this is possible with your manager and agree a timescale and how you will proceed.

Timemanagement

Interpersonalskills

Presentationskills

Financialawareness

NegotiationskillsLeadership

LinksThe portfolio activity is also linked to HNC Units 59 and 60.

Figure 7.2.1: Performance areas you might consider developing.

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Organisational requirementsMany organisations have a set of values that they expect staff to work to. This could be a set of basic values such as the following.

• Contribute to our community. • Always challenge.

These organisational principles will then give rise to other behaviours that staff are expected to demonstrate and will be judged against. For example, ’Contribute to our community’ might be the principle but the behaviour expected of the staff member might be to carry out their work in a sustainable way.

Many large companies advertise their core values so that potential customers are aware of the type of partnership they can expect if they employ their services. A typical example is BT.

BT’s values and purpose are summarised in the weblink below, along with their focus on six strategic priorities:

www.btplc.com/Thegroup/Ourcompany/Ourvalues/index1.htm

Organisational performance requirementsStaff and managers alike may be required to meet certain performance criteria. These could be straightforward tasks that need to be evidenced and discussed during annual appraisals. Examples of these are shown in Table 7.2.1.

Team member People manager

Be able to explain and demonstrate the job standards for my role.

Make sure all members of staff understand job roles and standards.

Participate fully in reviews of personal development.

Ensure all members of staff have a monthly review of their PDPs.

Ask for regular feedback on performance. Give honest and respectful feedback on how to improve and ask for feedback in return.

Portfolio activity (3.1–3.3)1 You are to be promoted to a top government contract and need to undertake PRINCE2 training.

Research this training and summarise the main units.

Start your research by looking at the following website:

www.prince2.com

2 Ask your direct manager for one new area that you should develop that would benefit the business. Write down formally the aims and objectives and identify the benefits.

Table 7.2.1: Staff and manager agreement.

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2 Create a development plan to achieve your needs in line with organisational requirements

What are your personal development needs?What has changed since you last worked on your personal development plan in Unit 2: Managing the development of self and others? As already discussed, there are several reasons why a PDP may need to be reviewed. Some of the reasons could be:

• new legislation • downsizing or rightsizing a company • new markets • new roles due to restructuring • longer-term aspirations.

Portfolio activity (3.6)Using the PDP you produced in Unit 2 (similar to the version shown in Figure 7.2.2), update all the columns. If there are some points that have slipped in time, review them with your manager and agree what has changed in the period since your plan was created.

PERSONAL DEVELOPMENT PLAN: ANDY JEFFERY

Identified development need

Training provider: internal/external

Planned start date for training

Completed (date and sign when achieved)

Review date and comments

Manager/training officer signature

Project management course

PRINCE2 (external) 20 August 2013 20 July 2014

GSHP awareness course GED Ltd (external) 20 November 2013 18 December 2013AMJ

20 December 2013

Negotiation course John Holmes from HR (internal)

13 June 2013 15 June 2013

AMJ16 June 2013

Management foundation course

Henley Institute (external)

26 January 2014 20 December 2014

Figure 7.2.2: A sample personal development plan.

SWOT analysis of career progression

You have already been introduced to the process of SWOT analysis in Unit 2. A SWOT analysis examines your strengths, weaknesses, opportunities and threats, and helps you to establish any areas of development you need to undertake. A simple table could be completed to help you achieve this. Figure 7.2.3 shows an example of what you would need to complete to develop the areas that appear weaker than others and to identify any threats or barriers to your development.

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Strengths

Project-management qualified

Good presenter

Spreadsheet skills

IT knowledge

Weaknesses

Delegation

Listening skills

Gravitas

Tendency to take on too much

Opportunities

New roles available in new year

Development committee started

Team leader role

Personal profile

Threats

New recruits

Contract at risk

Possible redundancy

Management restructure

Figure 7.2.3: A sample SWOT analysis.

Portfolio activity (3.3)Complete a SWOT analysis of your current career progression and discuss it with your line manager. With your manager identify a course of action that could move a weakness to a strength and update your PDP.

Portfolio activity (3.1–3.6)Ask your human resources department for a list of performance criteria for your job function and for the next promotion. If your company does not have this, debate with your team and decide what they could be.

3 Monitor your development planMonitoring your development plan is important, not only for you but for your company too – and ultimately for the customer and business. Circumstances change, as do business needs, and staying on top of what can be expensive training is just as important as some of the other more mainstream parts of the business.

Learning programmes and/or activitiesMany companies have formal learning and training programmes, including events, job placements and courses. Formal learning programmes have clear, worked milestones to achieve. Formal training programmes may be easier to monitor, as a training group or department may be involved in managing the process.

Action plansTo successfully change something, you need to take a methodical approach. In order to make a plan work, you need to outline specific actions that are time limited and achievable. A good way of completing any changes to a personal development plan is to create an action plan. An example of an amendment to an action plan can be seen in Figure 7.2.4.

LinksThe portfolio activity is also linked to NVQ Unit 19: AC 3.1–3.4; NVQ Unit 36: AC 3.5; NVQ Unit 2: AC 1.1–3.6; HNC Unit 60: LO1–LO4.

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Action plan: personal development plan amendment

Development plan item Reason for change Action to be taken and resource implications

By whom and when

To gain project management professional qualifications, commencing with PRINCE2 foundation.

Unable to commence qualification in August as course is full.On waiting list but September 2014 start.

Line manager informed. Supplier will contact with new confirmed dates.

Action by PRINCE2 course providerMay 2013

Undertake some duties involving the management and development of trainees to include the monitoring and review of their PDP.

We have added to the number of trainees and now have four in total starting this year.

Record in development plan.Advise line manager.No resource implication.

MeApril 2013

Figure 7.2.4: An example of an amendment to an action plan.

Performance feedbackFor an individual to develop there has to be a start point and an end target. The areas in between are the actions that need to happen and the personal journey that needs to be taken. Feedback and reflection are important at all stages of your career and should be encouraged with all your colleagues. Some people can take offence, so make sure you have a good relationship and feel comfortable giving and receiving feedback. Remember, not all feedback is positive so do not take it to heart if it is not exactly what you want to hear. If you have asked for feedback from someone you trust and respect, then you need to listen and take on board what they have to say. If you believe the comments are not completely valid, and you have a good relationship with your mentor, then discuss the points so you can see it from their perspective.

Feedback is a two-way process and there will be occasions when you need to give feedback to another person in the team. Tact and diplomacy will be required if the feedback is difficult to give.

Recording development feedbackFor feedback to be worthwhile it needs to be replayed and considered. This may mean physically recording or simply making some sort of formal record, document or file. A large part of personal development is reflection. This could be reflection on what has been said to you in a personal development session, or taking time to read through a personal report on your performance. You need to be very clear about what is required to develop you from your current skill level to the next level of skill and potential performance. This is important as it can mean promotion or greater responsibility, and ultimately reward.

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Methods of recording development evidence Since you started your role, evidence will have been built up by whoever manages you. Your development evidence is important to look back on, review and check. This evidence may be used to measure your performance against the corporate objectives for the job. A job standard may be made up of role-specific standards and may also have some mandatory parts.

Key performance indicatorsMany larger companies monitor staff development based on key performance indicators (KPIs). These are a set of expected standards that staff should achieve in their normal day-to-day work. KPIs are often graded so that achievement of all of them might lead to promotion or salary/bonus increases. Failure to meet a KPI may lead to other actions such as more training or coaching.

Checklist Have you updated your PDP recently?

Have you recorded all the evidence you have to date?

Do you know what your KPIs are?

4 Managing change – personal development for changing circumstances

The ultimate proof of whether or not personal development has worked is the job you do. Are you able to do your job in a more efficient way or are you able to take on new work? If the answer is yes, the personal development has worked. Some kind of formal evaluation is useful if the answer to that question is not so clear-cut. This can be recorded in your PDP or in a separate document that can be tracked. You need to be honest with yourself and be as objective as possible if the PDP is to work.

Performance measurementAs an individual or as a team, performance will always need to be measured if success is to be known. Individual targets in personal development could be as simple as ‘attend a training session’ or ‘complete a set of online exams successfully’. There are many skills that are required for a fully rounded environmental engineer and your human resources department will be aware of these.

Performance improvementKnowing what is expected of you or a team member is the starting point for working out a development plan. If you know where you are in relation to your aspirational targets, it is easier to set some goals so you can achieve them. In this technology-based industry you will be expected to respond to changes quickly.

LinksThis section is linked to HNC Unit 60: LO3 P3.3.

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Remember, personal development is an ongoing process; it is cyclical and it will change as you change. A formal PDP is a base for all development but the structure should also be able to respond to change as required.

If circumstances change, the same development methods can be used: identify current skill level, analyse the skill gap, implement identified actions, evaluate and repeat until skill level is achieved (see Figure 7.2.5).

START SKILLLEVEL

DESIREDSKILL LEVEL

Improvementtarget-action

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2


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Activity With a colleague, identify one individual new area of environmental technology each that you have limited knowledge of (such as the operating principles of a new piece of test equipment). To improve your own personal performance, find a way of upskilling yourself in this new technology. Decide how you will know you have achieved the desired level (e.g. presenting to a manager at the next team meeting) and then agree a set of actions that take you to this point. The actions might include the following.

• Decide on subject. • Agree your time slot to present. • Write presentation. • Practise with a colleague. • Present.

When you have identified your personal performance development area, agree a review date with a colleague when you can get feedback on your performance and personal development.

Other development activities – reacting to changePersonal development is exactly what it says – development that is personal. As an individual you will have very specific needs that are unique and other development opportunities might arise from time to time that you wish to take advantage of. These development opportunities offer a different but equally valuable way of accessing personal development. In a fast-moving industry such as yours, personal development requirements will change on a much more frequent basis than others. If development opportunities occur they should be considered carefully, as they could lead to other opportunities or prepare you for changes about to happen. These activities might include a wide range of events or activities already covered in your studies for Unit 2: Managing the development of self and others.

Figure 7.2.5: Skill growth plan.

LinksThis activity is also linked to NVQ Unit 36: AC 3.6; NVQ Unit 2: AC 1.1–2.4; HNC Unit 60: LO1–LO4.

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Portfolio activity (3.1, 3.2)Go back over the alternative range of development opportunities that presented themselves to you when you studied Unit 2 and evaluate the ones you have used. Write down the title of each personal development you undertook, the personal objective and what the business would expect to gain as an outcome. Also, evaluate how effective each development opportunity was.

Remember that some of the areas you investigated in Unit 2 included: • mentoring or coaching • research • seminars • conferences • news groups/chat rooms • blogs • external training events • in-house training events.

Portfolio activity (3.3, 3.6)Review the training that is available in your specialist area and look up what new events are being run that you could attend as part of your personal development. Focus on areas of your business that are subject to change, such as new technology, policy or new markets.

One idea can be found at the following weblink:

www.ecobuild.co.uk

Checklist What has changed in your industry recently?

Have you found a way to pick up the new knowledge required yet?

Have you identified some personal areas for improvement?

Is your personal development plan up to date with actions?

Further reading and resourceswww.theiet.org/membership/career

www.ecobuild.co.uk

AcknowledgementsThe publisher would like to thank the following for their kind permission to reproduce their photographs:

Veer/Corbis: Johan Swanepoel (1)

All other images © Pearson Education

Every effort has been made to trace the copyright holders and we apologise in advance for any unintentional omissions. We would be pleased to insert the appropriate acknowledgement in any subsequent edition of this publication.

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About the authorAndy Jeffery began his career as an engineering apprentice with BT Corporate Clients. He then won a scholarship to University College London, completing an Honours degree in Electrical and Electronic Engineering before becoming a chartered engineer. Andy then worked in industry for some years as an engineering consultant, systems engineer and senior manager. During this time Andy gained experience and knowledge in a number of engineering and management disciplines, working with large companies implementing technical solutions worldwide.

Andy has also trained as a life coach, and has retrained engineers and managers during company restructures. He has also trained as a teacher, subject learning coach, assessor and internal quality assessor in further education. Aside from engineering, Andy is a qualified ski instructor and martial arts instructor.

Andy currently teaches maths, science and electrical engineering at Oaklands College, Hertfordshire. He also works as a qualification, exam and systems consultant for City & Guilds. Andy has published a number of technical resources for the industry to assist students and tutors, including co-writing the Level 2/3 Diploma in Electrical Installations (Buildings and Structures) resources, published by Pearson.

Topic guide 7.2 Personal development in the occupational area

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Transcript of Topic guide 7.2 Personal development in the occupational area