Performance Development Planning (PDP) Agenda – Staff session 1.Overview (15 min) o What is it, why do it o What’s different 2.Career Planning and Development

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<ul><li> Slide 1 </li> <li> Slide 2 </li> <li> Performance Development Planning (PDP) </li> <li> Slide 3 </li> <li> Agenda Staff session 1.Overview (15 min) o What is it, why do it o Whats different 2.Career Planning and Development (45 min) 3.Preparing for the annual Performance Review (20 min) o Performance Process and Form(s) </li> <li> Slide 4 </li> <li> Overview We are the creative force of our life, and through our own decisions rather than our conditions, if we carefully learn to do certain things, we can accomplish those goals. Stephen Covey </li> <li> Slide 5 </li> <li> What is it? Performance Planning Dialogue between manager and staff to set clear, specific performance expectations at the beginning of cycle Performance Review Two way discussion and written document focusing on staff performance, areas of excellence, goals for improvement and development needs Ongoing Coaching Two way discussion which focuses on recognizing excellence and areas for improvement and learning as well as barriers to performance Feedback Ways in which feedback can be collected which may include peers, clients or 1:1 between Manager and staff Performance Criteria Information which provides the foundation for performance job description, organizational goals, competencies, standards </li> <li> Slide 6 </li> <li> Overview Why do it? To create and foster an ongoing, two-way communication process which: clarifies expectations and how you contribute to the overall success of the organization helps you reach your personal and professional goals through skill development integrates consistent ongoing feedback and coaching practices designed to support your development targets </li> <li> Slide 7 </li> <li> What is different Keeps a forward focus on the shifts in skills that are needed for employees to succeed Builds a system that builds performance to meet organization needs Identifies desired culture, behaviours and style Links to other systems (training and development, communities of practice) Shared vision, governance and framework </li> <li> Slide 8 </li> <li> Partnership between Management and Staff Understanding how you contribute to the organizations goals Agreement on the targets which focus on performance and behaviour Agree on what the Manager will do to help remove barriers and allow you to excel Agree on when you will meet throughout the year for coaching conversations </li> <li> Slide 9 </li> <li> Performance Planning &amp; Feedback Knowing yourself is the beginning of all wisdom Aristotle </li> <li> Slide 10 </li> <li> Performance Planning Components 1.Expectations &amp; goal setting o What is required in order to be successful in your job - understanding performance expectations and contributions for the future period o What are we trying to achieve and how you can contribute - understanding the department and organization goals 2.Leverage and build new capabilities o utilizing your existing strengths and capabilities to achieve the goals o What new skills, knowledge and competencies will you need to develop to be successful </li> <li> Slide 11 </li> <li> Performance Planning setting expectations SpecificWhat is the desired outcome? Measurable How will you and your staff member know if the desired outcome has been achieved? Attainable Have you and your staff member discussed and reached consensus on the outcome? Relevant Are the assignments relevant for the position? Are they aligned with department or organizational goals? TimelyWhen will the result be achieved? </li> <li> Slide 12 </li> <li> Think about... Consider the six specific competencies related to your job: What are some of the daily tasks or activities where these are performed? What does good performance look like? Ensure you are clear. What are some projects or assignments you may need to complete? What is the desired outcome? How will it be measured? What observable behaviours are important as you complete the task or project? </li> <li> Slide 13 </li> <li> Creating Development Plans 1.Develop or improve skills, knowledge or competencies in their current role 2.Acquire new skills, knowledge or competencies in current role relating to: o a new assignment, o change to role responsibilities, o introduction of new process or technology 3.Obtain new skills, knowledge or competencies in preparation for career development in a new role </li> <li> Slide 14 </li> <li> Creating a development plan Your current Skills Department Unit Goals UBCs Objectives Your Development (in current role) Your Aspirations Development Plan </li> <li> Slide 15 </li> <li> David Lamprons career path Dave credits his communication skills, self- awareness, and humility I didnt know everything, in fact I pretty well knew nothing, but I was very eager to learn for contributing to his successful career development. UBC did many things to support my career development: provided me with challenging work assignments, mentors to guide me, financial and motivational support to complete an MBA degree, and career progression opportunities. </li> <li> Slide 16 </li> <li> Your Managers role FIRST AND FOREMOST - to ensure you have the expertise and training required to excel in your current position WHERE POSSIBLE - support your career aspirations within IT by: Helping you to ensure your aspirations are achievable in the organization (in alignment with strategy, business needs and technology roadmaps) Facilitating introductions suggesting appropriate development opportunities (timing, resourcing, learning methods) </li> <li> Slide 17 </li> <li> Your role To take ownership and initiative for your development within your current position and for your future career aspirations for your current role embracing change, welcoming feedback and extending yourself for a new role - creating and owning a development plan for yourself </li> <li> Slide 18 </li> <li> Steps to your development plan 1.Assess where you are (self assessment) 2.Determine where you want to be (career framework or other) 3.Develop steps on how to get there (development activities self learning, courses, mentoring) </li> <li> Slide 19 </li> <li> Step one self assess Identify: o Your strengths what are you good at? o Your interests what motivates and inspires you? o Your preferences what are the places, people and things that you value - time, location, type of work, style, earnings, flexibility o Your personality type or working style introvert vs extrovert, thinking vs feeling etc o Where you can add value to the organization what does the organization need to be successful and how can you contribute </li> <li> Slide 20 </li> <li> Self Assess..... Self assessment tools: Strengths Finder Myers Briggs EQ-i Emotional Intelligence Seek feedback from your: o manager o peers and coworkers o clients o where you volunteer </li> <li> Slide 21 </li> <li> Feedback Actively participating in 1:1s with your manager and seeking feedback Take advantage of coaching opportunities Put aside ego we all have opportunities to grow, learn something new, and gain new perspectives </li> <li> Slide 22 </li> <li> Feedback &amp; staff development Acknowledge the strengths Focuses on the actions required to move forward Identifies plans to overcome obstacles Helps you to achieve your goals Fosters a productive working relationship. helps reinforce positive work skills and habits </li> <li> Slide 23 </li> <li> Step Two - where do you want to be? Applications Development AV Services Business Analysis Client Svs Database Enterprise Architecture Leadership and Management Network Analysis Project Management QA Analysis Support Analyst Systems Analysis Systems Administration Ex H G F E2 E D C B A </li> <li> Slide 24 </li> <li> Step Three Create a development plan On the career framework website Assess Development Needs Plan Development Activities Implement Plan Monitor Progress Celebrate Success Two development plan template alternatives and instructions Tips for staff Competency Resource guide for development competencies </li> <li> Slide 25 </li> <li> Steps 1.Perform self-assessment 2.Identify development opportunities 3.Initiative some self-development activities o Take on some new tasks o Do some self learning reading, courses 4.Discuss with your manager. See what your Manager can do to support your development. 5.Discuss best learning methods, agree on outcome and timeline 6.Track progress and celebrate success! </li> <li> Slide 26 </li> <li> Coaching Video http://www.youtube.com/watch?v=K2bZyIqMPTI </li> <li> Slide 27 </li> <li> Id like time to share my ideas and opinions and have a hand in the performance review by the time the performance review comes, all the good work Ive done isnt remembered while money is important, Id like to know that what I do is valued, important and contributing to something bigger Performance Review </li> <li> Slide 28 </li> <li> Preparation for the discussion Reflect on the past year. Summarize your progress over the past year, the goals youve met, areas of excellence and areas for improvement. Include examples. Prepare a development plan which includes opportunities to excel within your current position and add value to the organization Career aspirations you may have </li> <li> Slide 29 </li> <li> What will be covered in the meeting 1. your self assessment on last years performance and goals. Discussion which includes your managers observation and assessment. 2. your aligned job description and job title. Overview of competency proficiency 3. your departments goals and discussion/agreement on your individual goals. Your manager will identify how your individual goals contribute to the overall dept/unit goals. 4.your development plan 5. agreement on meeting throughout the year for 1:1s </li> <li> Slide 30 </li> <li> Desired Outcomes 1.Identified how your performance compared to the expectations that were established. 2.Provided feedback on how your performance is helping the group achieve its goals. 3.Motivated you to continue doing what you do well, building on your strengths and improving your performance where needed. 4.Identified barriers to performance and how to address them. 5.Agreed on your development opportunities and activities. 6.Completed the annual assessment that is required. </li> <li> Slide 31 </li> <li> Resources Creating and Using a Development Plan Personal Career Development Plan templates http://careerframework.ubc.ca\it Coaching http://www.hr.ubc.ca/coaching/coaching-resourceshttp://www.hr.ubc.ca/coaching/coaching-resources UBC learning and development programs http://www.hr.ubc.ca/learning-development3/ http://www.hr.ubc.ca/learning-development3/ </li> </ul>