Performance Development Planning (PDP)

Agenda – Staff session

1. Overview (15 min)o What is it, why do ito What’s different

2. Career Planning and Development (45 min)

3. Preparing for the annual Performance Review (20 min)o Performance Process and Form(s)

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

What is it?

Performance PlanningDialogue between manager

and staff to set clear, specific performance expectations at

the beginning of cycle

Performance ReviewTwo way discussion and

written document focusing on staff performance, areas of

excellence, goals for improvement and development

needs

Ongoing CoachingTwo way discussion which

focuses on recognizing excellence and areas for

improvement and learning as well as barriers to

performance

FeedbackWays in which feedback can

be collected which may include peers, clients or 1:1 between Manager and staff

Performance CriteriaInformation which provides

the foundation for performance – job

description, organizational goals, competencies,

standards

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

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

Partnership between Management and Staff

• Understanding how you contribute to

the organization’s 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

Performance Planning & Feedback

Knowing yourself is the beginning of all wisdom

Aristotle

Performance Planning Components

1. Expectations & 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

Performance Planning – setting expectations

Specific What is the desired outcome?

MeasurableHow will you and your staff member know if the desired outcome has been achieved?

AttainableHave you and your staff member discussed and reached consensus on the outcome?

RelevantAre the assignments relevant for the position? Are they aligned with department or organizational goals?

Timely When will the result be achieved?

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?”

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

Creating a development plan

Your currentSkills

DepartmentUnit Goals

UBC’s Objectives

Your Development

(in current role)

Your Aspirations

DevelopmentPlan

David Lampron’s career path

Dave credits his communication skills, self-awareness, and humility – “I didn’t 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”.

Your Manager’s 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)

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

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)

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

oYour personality type or working style – introvert vs extrovert,

thinking vs feeling etc

oWhere you can add value to the organization – what does the

organization need to be successful and how can you contribute

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

Feedback

Actively participating in 1:1’s 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

Feedback & 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

Step Two - where do you want to be?

Step Three – Create a development plan

On the career framework website

Two development plan

template alternatives and

instructions

Tips for staff

Competency Resource guide

for development competencies

Steps

1. Perform self-assessment

2. Identify development opportunities

3. Initiative some self-development activitieso Take on some new taskso 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!

“I’d 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 I’ve done isn’t remembered”

“ while money is important, I’d like to know that what I do is valued, important and contributing to something bigger”

Performance Review

Preparation for the discussion

Reflect on the past year. Summarize your progress over the past

year, the goals you’ve 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

What will be covered in the meeting

1. your self assessment on last year’s performance and goals. Discussion which

includes your manager’s observation and assessment.

2. your aligned job description and job title. Overview of competency proficiency

3. your department’s 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 1:1’s

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.

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-resources

UBC learning and development programs http://www.hr.ubc.ca/learning-development3/