Individual Development Planning

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Individual Development Planning Presented
by Randy Bergquist Assistant Director,
Learning and Workforce Development
Human Resources Staff
Justice Management Division
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Briefing Overview

• Development and the Adult Learner
• Organizational and Individual Needs
• Preparing an Individual Development Plan
• Identifying Developmental Objectives Through
  Assessments
• Developmental Resources and Opportunities
• IDP Exercise
• Next Steps

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Development and the Adult Learner

• Ways People Learn
• By Doing (Through Practice)
• Through Observation
• Through Imitation (watching and then performing)
• Through analysis and conceptualization

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Principles of Learning

• Learning happens inside the learner and is
  activated by an instructor
• Concepts presented must be directly relevant to
  the learners needs
• Learning results from experiencing
• Learning is enhanced if the process is
  interactive
• Learning requires time and patience
• Learning requires change
• Learning involves the emotions
• Each learner has a unique style of learning

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Organizational Considerations

• Organizational mission and goals
• Program plans
• Staff learning and development needs
• Available time and funds for learning and
  development
• Top management buy-in to learning and development
  activities

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Individual Considerations

• Development needed to improve current performance
• Development needed which will have an impact on
  performing current duties in the near future
• Development applicable to projected workforce
  needs in the foreseeable future

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• Preparing Your Individual Development Plan

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What is an IDP?

• A career development tool that may be used to
  help an employee navigate through their
  developmental activities such as formal training,
  on-line learning and developmental assignments
• It is reviewed and discussed between the employee
  and his/her supervisor to ensure that individual
  needs align with organizational needs
• It is not a contract, but rather a roadmap that
  may change as individual and/or organizational
  priorities change

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Goal Ranges

• Micro 15 minutes to 1 hour
• Mini 1 Day to 1 Month
• Short Range 1 Month to 1 Year
• Medium Range 1 to 3 Years
• Long Range 3 to 5 Years

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Setting Goals

• Specific
• Measurable
• Achievable
• Realistic
• Timeframe

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Goal Selection

• Vertical moving to the next higher position
• Lateral moving across functions
• Realignment moving to a lesser position in the
  organization
• Exploratory Research actively investigating
  other options
• Job Enrichment creating more challenge in the
  present job
• Relocation out of the organization

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Goal Selection

• Consider other commitments family current work
  schedule community obligations
• Review previous learning experiences
• Know your organization
• Be honest with your self-appraisal

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Advancing Your Career

• Career Constraints
• Professional Constraints
• Occupational Limits
• Lack of Qualifications
• Organizational Constraints
• Promotion Freeze
• Staffing Pattern Ceiling
• Personality Conflicts
• Promotion Paths

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Helpful Tools When Developing The IDP

• Position Description describes your duties and
  responsibilities
• Performance Plan contains elements and
  performance standards based on the position
• List of general and technical competencies (e.g.
  OPM)
• Feedback from supervisors, peers, and customers

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Identifying Developmental Objectives

• Write down your current basic duties
• Select one duty at a time and determine the
  specific competencies required to perform that
  duty
• Determine which competencies you already have
  versus those you need to develop
• Eliminate those competencies you already have
• Rank/prioritize those that are remaining
• These are your developmental objectives

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Developmental Resources and Opportunities

• Classroom training
• Job rotation/developmental detail
• e-learning/computer based instruction
• On-the-job training
• Self-study
• Field trips
• Reading

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Guidelines for Supervisors

• Consider the employees current job standards
• What skills are most necessary
• What areas are proficient/less proficient
• Consider organizational needs
• Current and any potential changes in mission
  technology turnover staffing needs future
  program needs
• Consider employees potential to meet current and
  projected needs potential to assume different or
  expanded responsibilities
• Assist in developing short and long range goals
  and learning activities that support the desired
  skills to meet goals
• Offer suggestions and serve as a resource in
  conjunction with other coworkers human resource
  professionals upper management

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IDP Process
Strengths
Current Job Standards
Org. needs
Short term goal
Employee
Supervisor
Long term goal
Needs
Current Performance
Future needs
Employee-Supervisor Meeting
IDP
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QUOTES

• No wind favors he who has no destined port
• Michel de Montaigne
• Within our dreams and aspirations we find our
  opportunities Sue Ebaugh
• Luck is when opportunity knocks and you answer
  Anonymous

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• Questions and Answers