Development Plan - CIPD
Development planName: Debbie ChildsCovering the period from: November to MarchWhat do I want/need tolearn?What will I do to achieve this?What resources or support will I need?What will my success criteria be?Target dates forreview andcompletionDevise and implement achildcare voucherscheme for the Council.Meet with childcare voucher providers/local daynurseries to find out how the schemes operate,costs etc., contact other local authorities who haveimplemented a scheme, liaise with Payroll todetermine how the administrative requirements willbe covered, hold staff fora to ascertain potentiallevels of interest, put together a report detailing theproposals and gain. Executive approval to proceed.Dedicated time for meetings, research etc. Supportand advice from my line manager. Commitmentfrom payroll to the ongoing provision ofadministrative resource. Information from childcareproviders. Executive approval to proceed.Successful implementation and take up of thescheme across Council.SeptemberApproval of my line manager. Support from theLearning and Development team both in providingtraining techniques to me as a delegate andallowing me to be involved in presenting corporatecourses.The ability and confidence to stand up anddeliver effective presentations. I will measurethis by analysing the feedback given on trainingevaluation forms. A comprehensive knowledgeand understanding of the subject beingpresented.AprilImprove mypresentation skills andbecome confident in thedelivery of training.I have requested the opportunity to supportcorporate recruitment and selection courses.Design and deliver presentations to the HR teamrelating to employment law/policy issues.Develop myconsultancy skills toenable me to workproactively with thebusiness.Participate in a Consultancy Skills course. Keep upto date with Divisional Business Plans and look forways in which HR interventions would be useful,taking these suggestions to Heads of Service.Conduct research into how other HR departmentshave adopted this approach.Financial support to attend the training course.Access to articles and case studies in publicationssuch as People Management. Support from Headsof Service in welcoming these interventions.Raised profile of the HR service I am providing.Heads of Service actively involving HR inprojects, etc. from their outset.Consultancy skillscourse - MayGain a more in-depthknowledge of Capabilityhearings. Achieve agreater understandingAttend a hearing as an observer to ensure I amclear on the process. Participate in a Capabilitycase from start to finish, including sitting on ahearing panel and advising the manager involved.Support from more seniorHR staff in reviewing previous cases and theiroutcomes and interpreting corporate policy.Possible support from my HR colleagues in allowingTo have provided advice and guidance tomanager and employee throughout a capabilitycase and to be satisfied with the outcome of thefinal hearing.ReviewSeptember – if notachieved throughmy own workloadUsing anddevelopingConsultancy skills– ongoing.
of the policy and itspractical application.me to lead on a case outside my own area. Accessup to date policies and procedures.actively seek totake on a casefrom another area.Have more involvementin policy writing in orderto fully understand howthe process works atthe Council.Express my interest in policy writing. Maintain acomprehensive knowledge and understanding ofcorporate policies and procedures. Keep up to datewith the HR business plan and forthcominglegislation to identify policies requiring review.Support from the Head of HR and HR Managers toguide me through the process and to allocateproject work to me. Allocation of time to carry outproject work. Constructive feedback from HRcolleagues. Managers and Trade Unionrepresentatives.Writing/revising a policy and seeing it through toits successful implementation.April (ongoing)Upgrade my GraduateCIPD membership toachieve charteredMCIPD status.Self-study. Completion of CPD record anddevelopment plan.Support from my senior HR colleagues to provideadvice/act as a sponsor.Having my application for upgrading acceptedby the CIPD and gaining chartered MCIPDstatus.AprilIn conjunction withmanagers devise anddeliver helpguides/workshops onHR issues.Instigate discussions with Heads of Services toascertain requirements. Ensure I have acomprehensive understanding of the policy/procedure to be presented. Design and deliverworkshops to managers and employees, adjustingstyle and content to suit different audiences.Management buy-in to allow me to proceed. Timedirected away from my normal duties to enable meto research and write the workshops. Dedicatedtime at HR team meetings to “trial” the workshopsbefore going live.Reduction in the number of queries received ona day-to-day basis due to better understandingof policies and procedures.April (ongoing)Further my knowledgeof the corporaterestructuring process.Take a lead HR role in the restructure of theCustomer Services Division.Guidance and support from my line manager.Successful implementation of a new andDivisional structure. All staff issues dealt with.All job descriptions, structure charts, electronicrecords etc., updated correctly.CustomerServices Divisionrestructure –completion date1st OctoberDevelop my knowledgeof reporting from the HRsystem to enable me toprovide accuratemanagementinformation.Coaching sessions frommy line manager in writingand running reports toprepare information forManagers.Dedicated time to allow me to practice reporting.Delegation of reporting tasks to me to ensure Ireceive sufficient practice to become competent inthis area.The ability to produce management informationon request.June 2007.Ensure I keep up todate with EmploymentLaw developments andSelf-study utilising CIPD updates and publications,employment law websites, etc. Attend courses,seminars and briefings as appropriate.Continued CIPD membership. Internet access.Links with local solicitors/South EastEmployers/other providers.Ongoing commitment to personal development.Increased credibility – both myself andManagers confident in the accuracy of theOngoing
am aware of theirimplications for theCouncil.advice I am giving them. Requesting furtherfeedback on my performance from Heads ofService and acting on the results.CPD recordKey datesWhat did you do?Why?What did you learn from this?How have/will you use this?NovemberInstigated regular 1-1meetings with the Headsof Service within my areasof responsibility.To ensure the ongoing flow of informationbetween HR and other departments and toachieve an in-depth knowledge of issueswithin those areas.The value of keeping informed of developmentswithin my service areas and of raising my profileand gaining credibility with Heads of Service. It isbeneficial to document discussions, actions andagreements for future reference.I will use the information gained to incorporatedepartmental requirements into mine and the teams workscheduling, where possible, and to adopt a proactiveapproach in suggesting timely HR interventions andsupport.November(ongoing)Identified severalmembers of staff whosesickness absence hadtriggered the need foraction, set up andparticipated in my firstformal absence reviewmeetings, providingadvice and guidance tothe Managers involved.I learned a great deal about methods of managinglong and short term absences, the impact of theDisability Discrimination Act, the role of theoccupationalHealth Service. It also provides an opportunity forHR to make a difference to the business and use ofresources whilst ensuring support for staff welfare. Sickness absence is an ongoing concern within the teamand across the Council. I have continued to utilise theinformation available to highlight problem cases toManagers and to take these forward where formalintervention is necessary.DecemberAttended a training courseon Managing PeoplePerformance. This isessential training formanagers and providesan overview on the ‘tools’for managers in dealingwith performance issues.The importance of preventative measures such assetting targets and review periods and being strict inkeeping to them. I gained a greater understandingof methods of planning and conducting performancemeetings and hearings. The key skills werepreparation, investigation, checking, decisionmaking and reviewing.This causes an increased level of stress to those involved.I have requested more practical experience when issuesarise to allow me to put into practice the things I learned onthe course. Statistics indicated a higher level of sicknessabsence in the Contact Centre than in otherareas of the Council. The cost, both inmonetary terms and in staff morale, of daysbeing lost due to sickness absence wasunacceptable and impacted significantly onservice delivery and customer satisfaction. This was one of my developmental areas as Ihad not been involved in many Disciplinary,Grievance, Capability or Absence cases inmy career.
JanuaryI chaired my first jobevaluation panel.The HR Officer role was upgraded following arestructure of the HR Division. Fewerresources at senior level meant that I took onsome of the duties which had previously beenthe responsibility of the HR Managers. TheCouncil’s JE scheme covers 13 factors whichare individually assessed by a panel. It isimportant to ensure the factors are alsoreflected in the relevant job descriptions andcandidate specification.This was a new challenge for me as I was in aposition to influence the grading and salary level ofthe post. I learned the importance of asking veryspecific questions and looking at similar postsacross the organisation to ensure fairness andconsistency. It also gave me the chance to practicemy listening and negotiation skills as, although Iwas chairing the panel and the final decision restedwith me, I had to achieve an outcome which wasagreeable to the Line Manager and Unionrepresentative.I have used this as a stepping stone to broaden myknowledge of the job evaluation process. Familiarity withgrading structures across the organisation means that I amnow in a position to recognise when a role does not sitcomfortably within the structure and will recommendreassessment. I have also used this experience recently toundertake the re-evaluation of an entire Division (28 posts)as part of the restructuring process.JanuaryI attended an externalseminar on SexualOrientation Regulationsand Civil Partnerships.I wanted to gain a more detailed knowledgeof the new regulations.I learned about the new legislation in detail and wassurprised at how widespread the effects will be inareas such as pensions, death in service payments,etc.My understanding of the subject allowed me to update theteam and give some constructive feedback during a reviewof corporate policies.JanuaryI acted as HRrepresentative on adisciplinary panel for thefirst time.This is part of the revised HR Officer role anda case had arisen in which I had had noprevious involvement.I learned a great deal about the Council’s policythrough applying it for the first time. I was able torecognise how easy it can be to pre-empt theoutcome of a hearing and to remain unbiased. Theimportance of considering all the evidencepresented, circumstances, work records andprecedents in making a decision. It is also useful toappoint an independent witness to document themeeting.In subsequent hearings I have tried to keep an open mindand to remain neutral throughout. I also realise theimportance of reporting the outcome and learning points ofeach case to my HR colleagues so that we are mindful ofsetting precedents and ensuring that decisions areconsistent across Divisions. I feel that I am better able tosupport and advise managers when further Disciplinarycases arise.FebruaryConducted aninvestigation into anincident at one of theCouncil’s CommunityCentres which hadresulted in a Grievance. Iproduced a report to theManager concerned andgave advice on how toresolve the issue.The employee involved was unknown to meand the case was outside my work area.I learned the importance of remaining completelyimpartial and to assimilate information from allparties involved before making recommendations. Ialso improved my ability to facilitate difficultmeetings.The skills and knowledge I developed through dealing withthis incident can be applied to other Grievance cases. It isimportant to find out from the employee what the desiredoutcome would be and to research how practicable andreasonable that request is.
FebruaryI co-presented a trainingcourse on AbsenceManagement to HousingDivisional managers.Levels of sickness absence within theHousing Division were running at a very highlevel. In addition, I was receiving numerousrequests for advice on how to deal withindividual cases. This highlighted aManagement training issue.Co-presenting the course allowed me to furtherdevelop my presentation skills and gave me moreconfidence in this area. It also gave me a betterunderstanding of the issues Managers were facingin relation to Sickness Absence cases within theHousing Division.The course allowed me to develop and implement aDivisional plan for managing sickness absence, togetherwith line managers and to set timescales to review casesto ensure that planned meetings take place. I was able toachieve management buy-in to the process, as a result ofthe training, by demonstrating the benefits of following thecorporate procedure for individuals, service delivery andtheir management time.MarchI acted as HRrepresentative at amediation session with amember of staff, Unionand departmentalmanagers to informallyresolve an allegation ofbullying and harassmentmade by a member ofstaff.A member of staff had some seriousconcerns relating to certain incidents whichwould have escalated into a formal grievancehad they remained unresolved.I learned to have more confidence in my ownknowledge and experience as I was able to findconstructive solutions to the issues and negotiatewith Senior Managers/Union representatives tope
of the policy and its practical application. me to lead on a case outside my own area. Access up to date policies and procedures. actively seek to
Associate, CIPD HRBP: Course leader For more information, please contact us at training@cipd.ae John is an associate of the CIPD in the Middle East. His consultancy activities include the training and development of HR professionals, consultancy support for businesses across a wide spectrum of reward
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