Individual Development Planning: Charting Your Career Course

Individual DevelopmentPlanning: Charting YourCareer CourseMichelle Collins Rodrigues

What is Development Planning?An ongoing process that helps managers and employees to: Identify and discuss strengths and gaps for continuedcareer growth Focus the employee’s development and career growth onspecific learning activities to leverage strengths and closegaps to ensure continued business successDevelopment Planning is a crucial part of the ongoingPerformance Management process.2

What is Development Planning?Development Planning is an ongoing process that: Helps leaders and employees identify and develop theleadership, technical, or functional capabilities to deliveragainst short and long-term strategies. Requires the on-going commitment and effort by both theManager and the Employee. Is owned and managed by the Employee / Enabled andsupported by the Manager. Is facilitated by Individual Development Plan (IDP), a“living” tool that can be updated, as needed.Development Planning3

Why is Development PlanningImportant?Development Planning helps : Communicate the capabilities (leadership and functional)required to deliver business goals. Identify strengths and gaps between current competenceand current / future needs. Focus their development and career growth on leveragingstrengths and closing gaps – through an IndividualDevelopment Plan (IDP) – to ensure continued businesssuccess (balancing business needs and individualinterests).Development PlanningJanuary 20, 20144

The Development PlanApply the 70/20/10 Rule A written document Describes what the Managerand Employee agree on as mostimportant for the employee tostrengthen, develop or change Lists Development Activitiessuch as:-A challenging situation orproject-Learning from a peer, subjectmatter expert, or mentor-Learning from readingpublications or attending atraining courseOn-the-job LearningLearningfrom OthersFormalLearningMarch 25, 20195

Development Resources ICMA ResourcesProfessional MembershipsLeadership BooksLocal Government Certificate ProgramsLocal and Business PublicationsCatalystCenter for Creative LeadershipDevelopment Planning6

People Focus: Develop and Motivate OthersLimits employee(s) attempts toparticipate in developmentalactivities Does not provide feedback orrecognition to employees Does not know what motivatesothers or how to do it Does not make performanceexpectations clear to employees Does not share personal expertiseor experience with employees Develop and Motivate OthersMisses opportunities to identifyand provide developmentopportunities for employees Misses opportunities to provideongoing constructive feedbackand/or recognition Attempts to motivate others butmay have difficulty understandingindividual differences Outlines performanceexpectations but does notregularly monitor theirachievement May not share personal expertiseand/or experience with employeesDevelop and Motivate Others Seeks opportunities to identify andprovide development opportunitiesfor employees; makes an effort todevelop diverse candidates forfuture leadership roles Provides ongoing performancefeedback and recognition Makes a conscious effort tomotivate direct reports Creates development plans foremployees and monitors theirachievement Uses personal expertise andexperience to coach employeesDevelop and Motivate Others Identifies and developssuccessors, including somediverse candidates Skilled at recognizing outstandingperformance, giving feedback, andhandling the tough performancediscussions Understands employees’individual motivators and uses thisinformation to get the bestperformance Outlines expectations foremployees by developing a yearlydevelopment plan and frequentlymonitors the plan Helps people develop by utilizinga variety of developmentapproaches – coaching,feedback, stretch tasks andassignments, etc.Develop and Motivate Others Develops a pipeline of successofor leadership roles, includingdiverse candidates Provides meaningful recognitionand opportunities for visibility Skilled at turning around underperforming or difficult employee Creates a work environmentwhere people want to do their b Creates development plans foremployees, helps them see andremove barriers, and consistentprovides meaningful feedback acoaching Is acknowledged acrossdepartments as a developer ofpeople, including diversecandidatesTeamwork and Empathy Does not clarify team goals,and/or roles; fosters destructivecompetitiveness among teammembers Does not seek input from otherswhen making decisions, buildingprograms, project plans, etc. Does not promote or recognizeteam efforts Demonstrates a lack of sensitivityto others’ points of view Demonstrates a lack of sensitivityto employee work/life balanceissuesTeamwork and Empathy Misses opportunities to clarifyteam goals, roles, and may fostercompetitiveness among teammembers Inconsistently seeks input fromothers when making decisions,building programs, project plans,etc. Misses opportunities to promoteand recognize team and/or teammember efforts May let areas of team conflict gounaddressed May understand work/life balanceissues, but does not encourage orpromote when possible Sometimes shows a lack ofsensitivity to others’ points of viewTeamwork and Empathy Clarifies team goals and teammember roles Knows whom to involve and usesteam input when makingdecisions, building programs,project plans, etc. Shares wins and successes withteam members Addresses team conflicts openly Demonstrates sensitivity towork/life balance issues Demonstrates openness andappreciation to others’ points ofviewTeamwork and Empathy Leads team with clear goals,roles, and fosters collaborationamong team members Works to identify and address theconcerns of multipleconstituencies when makingdecisions, building programs,project plans, etc. Consistently finds opportunities torecognize team efforts Addresses team conflicts andconcerns quickly and successfully Is knowledgeable about employeework/life issues and programs andguides employees as appropriateTeamwork and Empathy Is acknowledged as a leader ofsuccessful teams who consistenwork well together and meet thegoals Balances the concerns and inpuof multiple constituencies whenmaking decisions, buildingprograms, project plans, etc. Makes important team successehighly visible Anticipates team conflicts andbuilds processes for addressingadvance Creates a work environmentwhere good work/life balance ispriority Is consistently successful inmaintaining relationships bydemonstrating empathy,openness, diplomacy, and #respMarch 25, 20197

CMC Success Competenciesfor Senior LeadersTHINKING CRITICALLYWORKING WITH OTHERSTEAM EFFECTIVENESS Helps the team and other business units to succeed. Sets clear objectives and holds team and membersaccountable. Uses performance management and developmentplanning to improve performance. Recruits, promotes and retains the best talent for theorganization.PROBLEM SOLVING AND DECISION MAKINGINFLUENCE Analyzes information with a keen sense of what is usefulto business outcomes. Makes sound decisions on complex business or functionalinformation. Makes decisions at the right time and includes others indecision-making process. Asserts his/her point of view (based on facts/data) withconfidence and enthusiasm. Knows how to win support from others and get them totake action. Demonstrates courage at the appropriate times and in theright situations.BUSINESS ACUMENPASSION FOR LEARNINGRELATIONSHIP MANAGEMENT Knows CMC’s business: understands core businessoperations and functions. Knows the industry: understands the industry andcompetitive environment. Uses key organizational metrics and levers to provideinsights and make decisions. Possesses self-awareness and humility to learn fromothers. Is open to changing his/her thinking and approach tosituations. Is knowledgeable and stays up-to-date about CMC and theindustry. Builds effective work relationships with all levels acrossthe organization. Knows which battles to fight; is able to find the rightbalance to build relationships. Addresses and resolves conflict timely and constructively.RESULTS ORIENTATIONSTRATEGIC THINKINGGLOBAL EFFECTIVENESS Sets and achieves strategically aligned, value-added andchallenging goals. Accepts personal accountability for achievement ofresults. Develops solutions to overcome obstacles to successfullyimplement initiatives. Understands which objectives are critical to the success ofthe organization's strategy. Ensures that initiatives are prioritized and aligned with theorganization’s strategy. Balances short-term deliverables with long-range businessplans. Demonstrates respect for cultures, people andperspectives. Works effectively with people from different backgrounds. Creates a culture of involvement and acceptance. Encourages and nurtures diversity in his/her team ororganization.GETTING THINGS DONELEADING CHANGEINNOVATIVE THINKING Leverages change opportunities to positively impact the Challenges the way things have always been done.business. Nurtures innovative thinking in others. Cultivates culture of change; motivates others to Creates a culture where new ideas, methods, andadopt/implement new initiatives.technologies are used to enhance business results. Ensures that systems and processes are created to supportchanges.COMMUNICATION Effectively uses communication methods, systems andprocess to ensure that people get the right information atthe right time. Listens effectively and creates an environment thatencourages open communication.8

INDIVIDUAL DEVELOPMENT PLAN(Example)Employee Name:Pat SampleEmployee ID:009999999Manager’s Name:Casey SmithDepartment / Function / BU:Sales Manager Rebar, West Region, CMCAFiscal Year:EXAMPLEAREAS IDENTIFIED FOR DEVELOPMENT(List 1 or 2 key areas)1.Approachability/Composure – getting rattled or losing control in difficult situations or when under stress; mayblow up and say things I shouldn’t; let anger and frustration show.2.Teamwork / Collaboration – Partnering with colleagues beyond area of accountability to identify issues oropportunities to better serve internal / external customers; actively shares and gathers information to ensuredecisions are for the good of the broader organization.DEVELOPMENT ACTIVITIES(List specific activities or actions that you will take toaddress the areas identified for development)Approachability/Composure:1.Practice delay tactics:a.Ask others their opinions before responding –ongoing.b.Enlist the assistance of a colleague for feedbackon behavior that discourages people fromsharing challenges or errors – by Jan30.c.Take a quick break – get coffee, walk outsideEXPECTED RESULTS FROM DEVELOPMENT ACTIVITIES(Identify the target dates and the behaviors thatdemonstrate you have improved in the area identified fordevelopment)Approachability/Composure:a.Able to manage difficult situations and personalreaction by delaying response or asking questionsto defray frustration and better understand thepoint of view of othersb.Minimal explosive reactions (follow up withcolleagues / manager to determine improvement) Identify triggers and write down moreappropriate responses for those situations – byJan 30. Allowing time between feedback and myresponse to ensure I understand it and canreact to it in constructive manner.Development Planning9

Closing the Meeting and Next StepsEnsure you: Summarize the agreed upon focus areas and developmentactivities. Track your progress. Schedule follow-up meetings to track progress.Remember: You are ultimately responsible for managing andexecuting the IDPDevelopment Planning10

Development Planning helps : Communicate the capabilities (leadership and functional) required to deliver business goals. Identify strengths and gaps between current competence and current / future needs. Focus their development and career growth on leveraging strengths and closing gaps – through an Individual Development Plan (IDP) – to .