New insights from development efforts that are largely self-directed can help an organization meet these new challenges. For those interested in preparing themselves for future management challenges, some successful approaches include the following. They can:
- Assume leadership positions in community or school activities.
- Read management, financial and industry publications.
- Attend seminars and workshops. Subsequently sharing knowledge learned with co-workers further extends the value of the seminar or workshop.
- Listen to informational CDs or view DVDs.
- Enroll in online and self-study courses.
How an Organization Can Encourage Employees to Prepare Themselves
Organizations need to be clear on these expectations and that clarity can be delivered through a formal development plan for each employee that is reviewed with his or her manager semiannually. This process is separate from the usual objectives-setting and review practice. Clearly identifying present and future desired competencies reduces the frustration of learning the wrong skills and increases effectiveness.
Organizations can achieve this clarity with an Individual Development Plan (IDP) for key individuals at every level in the organization, from the executive level down. The employee, supervisor, and human resources representative should review each plan annually.
What is an Individual Development Plan?
An Individual Development Plan (IDP) is an action plan that develops employee skills and competencies. It is separate from the normal performance review and goal-setting process because it is focused solely on an employee’s individual development and required training. It is a commitment by an employee and his or her supervisor to personal and professional growth. The IDP focuses on career-development goals, both short-term and long-term, as they relate directly to the business.
The IDP process is intended to:
- Establish a process for individual reflection on work progress by the employee and any feedback from his or her manager.
- Create a system of professional development.
- Provide an organized approach for career planning and learning mapping so that desired learning is clearly communicated to the employee.
IDP planning is a dynamic process and plans are often revised over time. Reasons for revisions include assuming additional responsibilities or changing strategic direction as a company responds to new challenges and opportunities. Realistic plans often require financial resources that must be managed. Therefore, the employee and his or her manager should sign off on the IDP before these resources can be approved.
Four Steps to Professional Self Development
An IDP involves the following four steps:
A review of the desired competencies with a supervisor or manager. For example, one may wish to develop his or her skills in delegation and follow-up.
The first step is a review of the desired competencies with a supervisor or manager. For example, one may wish to develop his or her skills in delegation and follow-up.
Then comes a personal and professional self-assessment. In this example it would be how the employee:
- Understands that team-building and delegation skills go hand-in-hand.
- Realizes that once colleagues have learned how to work with you, they can assume responsibility for jobs delegated to them.
- Transfers work to colleagues who possess a stronger skill set in a specific area (saving time).
- Recognizes that transferring responsibility assists in a colleague’s professional development and can increase his/her enjoyment of the job.
- Knows the importance of delegating and its benefits to a colleague.
- Can identify the positive effects delegation has on the organization.
- Is able to decide when and what to delegate, and to whom to delegate.
After that comes a gap analysis that identifies where opportunities for growth lie.
Lastly there is an identification of two or three goals for development in the next 12-18 months.
Tracking progress is done with a competency scorecard that identifies each employee’s status. The scorecard can also be used to identify high-potential individuals whose retention is a priority.
Paul Larson - Paul W. Larson is the founder and President of the Myrddin Group LLC and he brings over thirty years experience as a successful operations ...
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