MGT M12 Developing Employees through Performance Management
Module 12: Critical Thinking
Personal Development Plan (115 points)
Employee development is critical to an organization’s and an individual’s success. Throughout Chapter 8, we have reviewed information about personal development plans. We all have goals and objectives that we hope to accomplish, which will allow us to grow and develop. It is important that we create personal development plans to ensure that we are working towards achieving the goals set forth.
For this assignment, you are required to create your own development plan, which involves a short-term plan (spanning 1-2 years) and a long-term plan (spanning 3-5 years). In both your short-term plan and long-term plan, provide two development objectives, details regarding how these objectives will be acquired, the timeframe associated with skill/competency acquisition, and the type of support that you need from a professional and personal standpoint. Consider, when developing these objectives, utilizing SMART goals.
In total, your plan should incorporate four development objectives and associated details (e.g., two for the short-term plan and two for the long-term plan). Remember that the goals identified are your own. There is no right answer to the goals and objectives that you have created. Therefore, be creative in this assignment submission, while ensuring that you utilize the recommendations set forth in Chapter 8.
For more information about SMART goals, which can help you when determining your goals for this assignment, please utilize this resource:
https://www.indeed.com/career-advice/career-development/smart-goals
Your well-written paper should meet the following requirements:
- Be 6-8 pages in length. With the exception of a title page, no citations or references are required for this assignment. This should be an honest assessment of your personal and professional needs. This assignment can be written in paragraph form or it can be submitted in a bulleted format with expanded comments.
- Applied course material concepts, principles, theories and any applicable analytical tools along with at least two scholarly peer-reviewed sources.
Review the grading rubric to see how you will be graded for this assignment.
Required
Chapter 8 in Performance Management
Recommended
Chapter 8 PowerPoint slides
– Performance Management
Hsieh, H., ∓ Huang, J. (2018).
Exploring factors influencing employees’ impression management feedback‐seeking behavior: The role of managerial coaching skills and affective trust
. Human Resource Development Quarterly, 29(2), 163-180.
Lancer, N., ∓ Eatough, V. (2018). One-to-one coaching as a catalyst for personal development: An interpretative phenomenological analysis of coaching undergraduates at a UK university. International Coaching Psychology Review, 13(1), 72-88.
Sidhu, G. K., ∓ Nizam, I. (2020). A target href. http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=142825628&site=ehost-live. Coaching and employee performance: The mediating effect of rewards ∓ recognition in Malaysian corporate context. International Journal of Management, Accounting ∓ Economics, 7(1), 41-72.
Part III: Employee and Leadership Development
Chapter 8: Performance Management and Employee Development
Chapter 9: Performance Management Leadership
Copyright © 2019 Chicago Business Press
8-1
Chapter 8
Performance Management and Employee Development
Copyright © 2019 Chicago Business Press
8-2
2
Overview
Personal Developmental Plans
Direct Supervisor’s Role
Multisource Feedback Systems
Copyright © 2019 Chicago Business Press
8-3
Stakeholders in the Development Process
Employees
Help plan their own development
Improve their own performance
Managers
Help guide the process of development
Support success of process
Copyright © 2019 Chicago Business Press
8-4
Personal Developmental Plans
Specify actions necessary to improve performance
Highlight employee’s
Strengths
Areas in need of development
Copyright © 2019 Chicago Business Press
8-5
Personal Developmental Plans Answer…
How can I continuously learn and grow in the next year?
How can I do better in the future?
How can I avoid performance problems of the past?
Where I am now and where would I like to be in terms of my career path?
Copyright © 2019 Chicago Business Press
8-6
Personal Developmental Plans:
Overview
Developmental Plan Objectives
Content of Developmental Plan
Developmental Activities
Copyright © 2019 Chicago Business Press
8-7
Company Spotlight
General Mills uses individual development plans (IDPs) throughout the company
IDPs are created annually and focus on competencies and employee career aspirations
Company hosts speakers, providing Web-based learning tools, and holding workshops
Sessions are tailored to different positions
IDP is kept separate from the annual performance appraisal to maximize effectiveness
Copyright © 2019 Chicago Business Press
8-8
Overall Developmental Plan Objectives
Encourage…
Continuous learning
Performance improvement
Personal growth
Copyright © 2019 Chicago Business Press
8-9
Specific Developmental Plan Objectives
Improve performance in current job
Sustain performance in current job
Prepare employee for advancement
Enrich employee’s work experience
Copyright © 2019 Chicago Business Press
8-10
Content of Developmental Plan
Developmental objectives
New skills or knowledge
Timeline
How the new skills or knowledge will be acquired
Resources
Strategies
Copyright © 2019 Chicago Business Press
8-11
Content of Developmental Plan
(Continued)
A time line regarding the acquisition of new skills or knowledge
Standards and measures used to assess achievement of objectives
Based on needs of organization and employee
Copyright © 2019 Chicago Business Press
8-12
Content of Developmental Plan
(Continued)
Chosen by employee and direct supervisor
Taking into account
Employee’s learning preferences
Developmental objective in question
Organization’s available resources
Copyright © 2019 Chicago Business Press
8-13
Summary of list of Developmental Activities
Copyright © 2019 Chicago Business Press
8-14
Employee Developmental Activities
Why are developmental programs important at Wegman’s? What were some of the benefits for Wegman’s?
What are some of the objectives of the development programs at Wegman’s?
What are some of the developmental activities included in “Upskilling” at Wegman’s?
Copyright © 2019 Chicago Business Press
8-15
Direct Supervisor’s Role
Explain what is necessary
Refer employee to appropriate developmental activities
Review and make suggestions regarding developmental objectives
Copyright © 2019 Chicago Business Press
8-16
Direct Supervisor’s Role
(Continued)
Check on employee’s progress
Provide motivational reinforcement
Copyright © 2019 Chicago Business Press
8-17
Feedforward Interview
Goals:
Understand the types of behaviors and skills that individuals have that allow them to perform well
Think about ways to use these behaviors and skills in other contexts to make further improvements in the future
Copyright © 2019 Chicago Business Press
8-18
Steps of a Feedforward Interview
Elicit a success story
Uncover the underlying success factors
Extrapolate the past into the future
Copyright © 2019 Chicago Business Press
8-19
Company Spotlight
Diageo expects supervisors to play an important role in developing their direct reports
Career development plan includes: formal review, goal setting, and regular monthly meetings
Supervisor helps identify specific development goals aligned with the employee’s career aspirations
Supervisor also help employees achieve development goals by ensuring employees receive training, coursework, etc.
Copyright © 2019 Chicago Business Press
8-20
Multisource (360-Degree) Feedback Systems
Tools to help employees improve performance by using performance information gathered from many sources
Superiors
Peers
Customers
Subordinates
The employee
Copyright © 2019 Chicago Business Press
8-21
360-Degree Feedback Systems (Continued)
Anonymous feedback
Most useful when used
For DEVELOPMENT
NOT for administrative purposes
Internet used for collecting data
Copyright © 2019 Chicago Business Press
8-22
Multisource Feedback
https://www.etsplc.com/philips-360-degree-feedback/
What is the objective of multisource feedback at Philips?
Why have people at Philips reacted positively to multisource feedback?
What were some of the benefits of multisource feedback?
Copyright © 2019 Chicago Business Press
8-23
Copyright © 2019 Chicago Business Press
8-24
Copyright © 2019 Chicago Business Press
8-25
Copyright © 2019 Chicago Business Press
8-26
Copyright © 2019 Chicago Business Press
8-27
Necessary Organizational Norms Include:
Cooperation
Openness and trust
Input and participation valued
Fairness
Copyright © 2019 Chicago Business Press
8-28
Is the 360-Degree Feedback System Always Beneficial?
Most effective for individuals who:
Are high in self-efficacy
Perceive a need to change
Believe change is feasible
Set goals and take action
Less effective for individuals who:
Are low in self-efficacy
Copyright © 2019 Chicago Business Press
8-29
Overview of 360-Degree Feedback Systems
Advantages of 360-Degree Feedback Systems
Risks of 360-Degree Feedback Systems
Characteristics of a Good 360-Degree Feedback System
Copyright © 2019 Chicago Business Press
8-30
Advantages of 360-Degree Feedback Systems
Copyright © 2019 Chicago Business Press
8-31
Risks of 360-Degree Feedback Systems
Unconstructive negative feedback hurts
Are individuals comfortable with the system? (User acceptance is crucial)
If few raters, anonymity is compromised
Raters may become overloaded.
Stock values may drop
Copyright © 2019 Chicago Business Press
8-32
Characteristics of a Good Multisource Feedback System
Copyright © 2019 Chicago Business Press
8-33
Characteristics of Multisource Feedback system
What characteristics of a good multisource feedback system are included in this example?
What characteristics are not included in this example?
Copyright © 2019 Chicago Business Press
8-34
Company Spotlight
AAH Pharmaceuticals uses multisource feedback for employee development
Steps include:
Communicating that information is only for development planning and feedback purposes
Ensuring information is anonymous & confidential
A one-day meeting about results away from the office to initiate a development plan
Six-month follow-up meetings to review progress
Copyright © 2019 Chicago Business Press
8-35
Personal Developmental Plans
Direct Supervisor’s Role
360-degree Feedback Systems
Quick Review
Copyright © 2019 Chicago Business Press
8-36
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2019 Chicago Business Press
1-37
Copyright © 2019 Chicago Business Press
37