Performance Development Checklist - Leaders Letters October 2010
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Leaders Letters A Leadership Resource Edition 15. October 2010 PDP Checklist Susan M. Heathfield, About.com Guide A re you looking for the process that provides the heart of your performance management system? You've found it. The Performance Development Planning (PDP) process enables you and the people who report to you to identify their personal and business goals that are most significant to your organization's success. The process enables each staff person to understand their true value-added to the organization. They do so when they understand how their job and the requested outcomes from their contribution "fit" inside your department or work unit's overall goals. In the process, staff members also set personal developmental goals that will increase their ability to contribute to the success of your organization. The accomplishment of these goals also provides a foundation for their career success whether in your organization or elsewhere, so they ought to be motivated and excited about achieving these goals. Your system of Performance Management, with the PDP process for goal setting and communication, will ensure that you are developing a superior workforce. As one CEO remarks daily, "The only factor that constrains our growth is our ability to hire a superior workforce." Why not grow that talent from within your organization as well? During the Performance Development Planning (PDP) meeting: • Establish a comfortable, private setting and chat a few minutes to establish rapport with the staff person. • Discuss and agree upon the objective of the meeting: to create a performance development plan. • The staff member is given the opportunity to discuss the achievements and progress accomplished during the quarter. • The staff member identifies ways in which he would like to further develop his professional performance, including training, assignments, new challenges and so on. • The supervisor discusses the employee's performance for the quarter and suggests ways in which the staff member might further develop his performance. • The supervisor provides input to the employee's selected areas of personal and professional development and improvement. • Discuss areas of agreement and disagreement, and reach consensus. Assuming performance is satisfactory, agree on a personal and professional development plan with the staff person, that helps him grow professionally in ways important to him and to your organization. CONTINUED ON PAGE 2 The Leaders Letter supports Goal #4 of the Strategic Plan "Improved human resource practices and management"
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A Leaders Letters resource focusing on the Performance Development Planning process.
Transcript of Performance Development Checklist - Leaders Letters October 2010
Leaders LettersA Leadership Resource Edition 15. October 2010
PDP ChecklistSusan M. Heathfield, About.com Guide
Are you looking for the process that provides theheart of your performance management system?You've found it. The Performance Development
Planning (PDP) process enables you and the people whoreport to you to identify their personal and businessgoals that are most significant to your organization'ssuccess.
The process enables each staff person to understand theirtrue value-added to the organization. They do so whenthey understand how their job and the requestedoutcomes from their contribution "fit" inside yourdepartment or work unit's overall goals.
In the process, staff members also set personaldevelopmental goals that will increase their ability tocontribute to the success of your organization. Theaccomplishment of these goals also provides afoundation for their career success whether in yourorganization or elsewhere, so they ought to be motivatedand excited about achieving these goals.
Your system of Performance Management, with the PDPprocess for goal setting and communication, will ensurethat you are developing a superior workforce. As oneCEO remarks daily, "The only factor that constrains ourgrowth is our ability to hire a superior workforce." Whynot grow that talent from within your organization aswell?
During the Performance Development Planning (PDP)meeting:
• Establish a comfortable, private setting and chat a fewminutes to establish rapport with the staff person.
• Discuss and agree upon the objective of the meeting: tocreate a performance development plan.
• The staff member is given the opportunity to discussthe achievements and progress accomplished duringthe quarter.
• The staff member identifies ways in which he wouldlike to further develop his professional performance,including training, assignments, new challenges and soon.
• The supervisor discusses the employee's performancefor the quarter and suggests ways in which the staffmember might further develop his performance.
• The supervisor provides input to the employee'sselected areas of personal and professionaldevelopment and improvement.
• Discuss areas of agreement and disagreement, andreach consensus. Assuming performance issatisfactory, agree on a personal and professionaldevelopment plan with the staff person, that helps himgrow professionally in ways important to him and toyour organization. CONTINUED ON PAGE 2
The Leaders Letter supports Goal #4 of the Strategic Plan "Improved human resource practices and management"
• If performance is less than satisfactory, develop awritten Performance Improvement Plan (PIP), andschedule more frequent feedback meetings. Remind theemployee of the consequences connected withcontinued poor performance.
• The supervisor and the employee discuss theemployee's feedback and constructive suggestions forthe supervisor and the department.
• Discuss anything else the supervisor or employeewould like to discuss, hopefully, maintaining thepositive and constructive environment established thusfar, during the meeting.
• End the meeting in a positive and supportive manner.The supervisor expresses confidence that the employeecan accomplish the plan and that the supervisor isavailable for support and assistance.
• Set a time-frame for formal follow up, generallyquarterly. I recommend you set the actual date forfollow-up.
• Follow up with performance feedback and discussionsregularly throughout the quarter. (An employee shouldnever be surprised about the content of feedback at thequarterly performance development meeting.)
• The supervisor needs to keep commitments relative tothe agreed upon personal and professionaldevelopment plan, including time needed away fromthe job, payment for courses, agreed-upon assignmentsand so on.
• The supervisor needs to act upon the feedback fromdepartmental members and let staff members knowwhat has changed, based upon their feedback.
• Forward appropriate documentation to the HumanResources office and retain a copy of the plan for easyaccess and referral.
When your organization develops the discipline andcommitment necessary to carry out regular performancedevelopment planning, your organization will win. Thissystematic method for cascading goals and commitmentthroughout your organization will ensure your success.Can you think of a better way to communicate andmeasure your key strategic objectives to ensure progressand success? I can't.
Managers rarely discussworkers' careers:Survey hrreporter.com
Two-thirds of workers rarely or never talk to theirmanagers about their careers, according to asurvey by Right Management.
The survey of 683 employees in North America found37 per cent of workers never engage in careerdiscussions with their managers. A further 30 per centhave such a discussion just once a year. Only 17 per centof employees have such conversations twice a year while15 per cent have them every three months, found thesurvey. Conversations on careers and development arefrequently a low priority, said Liz Grant, vice-presidentand national practice leader for career management atRight Management.
“With so many competing pressures and responsibilities,as well as constant change due to market realities, careermanagement can end up on the back burner for bothmanagers and individuals,” she said.
Managers have a key role to play in reaching out toemployees to have these discussions, which have theadded benefit of boosting engagement and productivity,said Grant.
“Career planning can be a great first step in gettingemployees more broadly engaged. But managers need tobe equipped with the tools to discuss careeropportunities and create an environment whereemployees feel valued and want to grow in their roles. Ifsuccessful, the outcome will be greater job satisfaction,commitment, and even advocacy – all essential for ahealthy bottom line,” she said.
The Leaders Letter supports Goal #4 of the Strategic Plan "Improved human resource practices and management"
Leaders Letters are produced by the Corporateand Finance Division. They are distributed tomembers of the Senior Leaders Group andposted to the CSSL -public shared drive. Forinformation contact 368-4900.
