Professional Development Planning

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Slide 2

Say, Before we get started, I’d like to ask you this – If I gave you $4,500.00 what would you do with it? Flipchart some answers, some will be good for a laugh Use as segue into professional development (e.g. the funds are available to you through the EPDP, etc.). We’ll talk about some of the doors EPDP can open up for you as we talk about some of the other items on our agenda.

Slide 3

First, I’d like to welcome you all to Professional Development Planning. Go over logistics, building, restrooms, etc. Segue into agenda

Slide 4

Go over agenda, highlighting that most of the morning will be spent going over PDPs, and most of the afternoon will be spent creating one, since often one of the biggest barriers is finding the time to do one. (So now there aren’t any excuses!)

Slide 5

Go over the book and its contents – 1st half is learning, 2nd half is application of learning. Direct to page 4 for PPP

Slide 7

The P.D.P. is a positive, communication and development process, with tools, used by management and individuals in organizations

Slide 12

In order to create a high performing organization where people want to come and do their best, management implements these Performance Management Essentials. These Performance Management Essentials are like links of a chain. If one link in the chain isn’t strong, the chain weakens and most likely will break.

Slide 23

* What are “consequences”? Actions applied to desired performance or undesired performance. Examples include, but are not limited to: recognition (+) and corrective action (-).

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But we all have so much paperwork, so many headaches, so much STUFF to do – why bother with this? Well, as you can see on page 7…

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Approximately 46% of the government workforce is 45 years old – nearly half Rockefeller Institute, 7/2002

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40% of the workforce is nearing retirement U.S. Air Force

Slide 29

66% of companies report that there is currently a skill gap in their organizations Use PDPs to fill departmental needed skill and knowledge gaps

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41% say that changes in their organizations require new skills now Training and Development, 2005

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90% of the knowledge in any organization is in the heads of its people

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Essentials for PDP Success Develop goals, objectives with measurements, and expectations …share them with those who will help you achieve them Where is the department going? How will it get there? How will you know you arrived? Who can retire soon? What knowledge, skills and abilities will you need?

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Ensure two-way communication Coach: provide regular, on-going, and complete feedback Take action to correct and improve performance before it becomes a problem Recognize desired performance and P.D.P. achievement

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Lead by modeling the process (managers, supervisors and professionals) Supervisors During the process: Coach Provide support, opportunities, remove barriers Ask questions – how will you apply what you are learning?

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Ask what the goals and expectations are Be aware of your skill and knowledge development needs and wants Develop and share your goals, expectations Take part in two-way communication Fulfill your commitments Seek and take advantage of learning opportunities Ask for, respond to coaching

Slide 42

Ask what the goals and expectations are Be aware of your skill and knowledge development needs and wants Develop and share your goals, expectations Take part in two-way communication Fulfill your commitments Seek and take advantage of learning opportunities Ask for, respond to coaching

Slide 43

Ask what the goals and expectations are Be aware of your skill and knowledge development needs and wants Develop and share your goals, expectations Take part in two-way communication Fulfill your commitments Seek and take advantage of learning opportunities Ask for, respond to coaching During the process Staff: Fulfill your commitments Document success, frustrations Ask for help, seek opportunities Ask questions – how will I apply what you are learning?

Slide 46

the P.D.P process can be started by your supervisor or manager Sets goals, communicates them Provides performance feedback regularly Encourages you to complete the P.D.P. Worksheet Asks you what your professional goals are Collaboratively helps to complete the plan Determine the goals of the department Complete the P.D.P. Worksheet Ask your manager or supervisor for help to complete the P.D.P. Complete the P.D.P Ask for and be open to feedback and support

Slide 47

You can complete a development plan for yourself! And share it with your supervisor or manager and ask for support

Slide 48

When have you not been as successful as you would like? What kind of feedback do you get from others? How does this compare to your self-image? What do you want to do that you’re not doing now? What additional skills, knowledge do you need? How do your goals fit with the department’s? What prevents you from growing or achieving your goals?

Slide 49

When have you not been as successful as you would like? What kind of feedback do you get from others? How does this compare to your self-image? What do you want to do that you’re not doing now? What additional skills, knowledge do you need? How do your goals fit with the department’s? What prevents you from growing or achieving your goals?

Slide 50

Set SMART Goals Attempt no more than 3 goals Action steps: how will you achieve your goal? Competency = I can apply what I developed on the job at will The forms are simply tools to guide the process

Slide 51

Snowballs activity. Write down a goal. Crumple it up. Set it aside.

Slide 52

Specific – is it observable? Measurable – is it quantifiable? Achievable – are there surmountable obstacles? Relevant – does this really matter? Time-bound: to be achieved by what date?

Slide 53

That crumpled up goal? Toss it across the room. Pick a new one up, read the goal, and make it “SMART”er.

Slide 55

Going back to school Mentoring Observation Reading Training classes Learn from your peers Research on the Internet…. = Achievement/ Competency

Slide 56

Going back to school Mentoring Observation Reading Training classes Learn from your peers Research on the Internet…. = Achievement/ Competency

Slide 57

Going back to school Mentoring Observation Reading Training classes Learn from your peers Research on the Internet…. = Achievement/ Competency

Slide 58

Going back to school Mentoring Observation Reading Training classes Learn from your peers Research on the Internet…. = Achievement/ Competency

Slide 59

Going back to school Mentoring Observation Reading Training classes Learn from your peers Research on the Internet…. = Achievement/ Competency

Slide 60

Discuss accomplishments – celebrate! Discuss what didn’t go well and what to do next time Review the P.D.P. process for improvement Determine how learning will continued to be applied Ask: what’s next? Repeat the process

Slide 64

Satisfaction with the status quo Cynicism No personal or professional goals Little initiative to seek development Expectation that it is only the organization’s/employee’s responsibility to provide opportunities

Slide 66

There are no guarantees … Depending on the position, competencies obtained from your P.D.P. may help you in the selection process You can use what you learn in your current and future positions

Slide 67

P.D.P.s are everyone’s responsibility Management sets the stage and each staff member takes part in the process Staff members can write their own development plans and share them with their managers too!

Slide 68

Performance coaching and career development is a management responsibility There are many consequences to not taking a serious interest in staff development. . . Our Department Director has instructed us to create quality development plans

Slide 69

Ideally, the Professional Development Plan is a voluntary process Remember, a P.D.P. can also be used to track development of needed current or future skill and knowledge All of us has the responsibility to build our knowledge and skill – if we don’t learn, we don’t grow

Slide 70

We are moving away from connecting the two since P.D.P.s are really performance improvement and career coaching tools, not evaluation tools

Slide 1

Professional Development Planning Helping people and organizations prepare for the future.

Slide 2

What would you do with $4,500.00?

Slide 7

What is a PDP?

Slide 8

It’s a tool.

Slide 9

It’s a map.

Slide 10

It’s a direction.

Slide 11

It’s a guide.

Slide 12

It’s a link in a bigger chain.

Slide 26

Why bother with them?

Slide 27

Forty-six percent.

Slide 28

Forty percent.

Slide 29

Sixty-six percent.

Slide 30

Forty-one percent.

Slide 31

Ninety percent.

Slide 33

If those numbers don’t scare you…

Slide 34

Consider this.

Slide 35

If you stop learning, you stop growing.

Slide 37

Lead the process.

Slide 38

Communicate and Coach.

Slide 39

Model the way.

Slide 41

Ask questions.

Slide 42

Take initiative.

Slide 43

Seek out learning.

Slide 45

Professional Development Planning The steps you need to take.

Slide 46

Management driven.

Slide 47

Employee driven.

Slide 48

Utilize your workbook.

Slide 49

(It’s another kind of map.)

Slide 50

Additional guidelines.

Slide 51

An activity (Part I)

Slide 52

SMART goals.

Slide 53

An activity (Part II)

Slide 55

Professional Development Planning Additional ways to develop.

Slide 56

Go back to school.

Slide 57

Become a mentor.

Slide 58

Observe others.

Slide 59

Read.

Slide 62

Professional Development Planning When performance development planning doesn’t work.

Slide 63

Find the root causes.

Slide 64

Identify roadblocks.

Slide 65

Professional Development Planning Frequently asked questions.

Slide 71

Professional Development Planning Helping people and organizations prepare for the future.

Summary: I designed this presentation while working at the State of Ohio's Department of Administrative Services in 2008/2009. The presentation was used for supervisory, management, and leadership programs. This presentation and its message were intended for facilitation in front of a live audience.

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