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THE PROCESS OF PERSONAL DEVELOPMENT PLANNING UNIT 5001 Dr Jo Alleyne MCMI

THE PROCESS OF PERSONAL DEVELOPMENT PLANNING UNIT 5001 Dr Jo Alleyne MCMI. 1. LEARNING OUTCOMES. On completion of this Unit you will be able to: Assess and plan personal & professional development Plan for the resources required for PDP Implement & evaluate the PDP

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THE PROCESS OF PERSONAL DEVELOPMENT PLANNING UNIT 5001 Dr Jo Alleyne MCMI

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  1. THE PROCESS OF PERSONAL DEVELOPMENT PLANNING UNIT 5001Dr Jo Alleyne MCMI 1

  2. LEARNING OUTCOMES • On completion of this Unit you will be able to: • Assess and plan personal & professional development • Plan for the resources required for PDP • Implement & evaluate the PDP • Promote healthy & safe work practices • Demonstrate appropriate management & leadership behaviours in relation to these activities

  3. AIMS & OBJECTIVES • Establish short & long term objectives • Assess current realities • Identify needs for skills, knowledge or competencies • SWOT Analysis will help with this stage of the process • S-Strengths • W-Weaknesses • O-Opportunities • T-Threats

  4. STRENGTHS: • WHERE ARE YOU NOW? • AWARENESS OF OWN POTENTIAL WITHIN THE DEPARTMENT, SECTOR • MEASURE OF WHAT YOU ARE GOOD AT/INTERESTED IN • ORGANISATIONAL REALITIES • LINKING INDIVIDUAL PLANS TO ORGANISATIONAL NEEDS

  5. WHERE DO YOU WANT TO BE? • ESTABLISH PURPOSE AND DIRECTION • IDENTIFY DEVELOPMENT NEEDS • IDENTIFY LEARNING OPPORTUNITIES • THINK ABOUT YOU OWN LEARNING STYLE • SET SMART OBJECTIVES

  6. Undertake the Development • WHAT YOU DO • HOW YOU DO IT • IS YOUR CHOICE • IT MIGHT INCLUDE SOME OF THE FOLLOWING: • TRAINING COURSE • WORK SHADOWING • SECONDMENT • JOB ROTATION • PROJECT WORK • NETWORKING • COMMUNITY INVOLVEMENT

  7. RECORD the OUTCOMES • KEEP RECORDS • KEEP A DIARY • OBTAIN FEEDBACK • KEEP FOCUSED • SPECIFIC GOALS • RECORD PROGRESS • RECORD THE DATE • DEVELOPMENT NEED • CHOSEN METHOD • WHEN DEVELOPMENT WAS UNDERTAKEN • THE OUTCOMES • ANY FURTHER ACTION NEEDED

  8. EVALUATE and REVIEW WHAT WORKED? HOW HAVE I CHANGED? • WHAT CAN I DO BETTER? • ARE THERE ANY OTHER DEVELOPMENT NEEDS? • HOW WELL DID THIS DEVELOPMENT WORK? • NEW ATTITUDES, SKILLS and KNOWLEDGE? • WHAT ELSE MIGHT I HAVE GAINED? • WOULD I FOLLOW THIS APPROACH AGAIN?

  9. Supporting personal development • Resources: • Your organisation • You

  10. Career development Career exploration : tools, diagnostics, self assessment Career goal – setting: view of opportunities in the sector. Career strategies & action planning: information & support Career feedback: honest appraisal

  11. ACTIVITIES: • Career pathways • Fast track programmes • Managerial support • Career counselling • Career workshops • Self-help workbooks • Career centres

  12. Activity 2.1 • List up to five tasks to which you can give your attention if and when an unexpected time-slot occurs. Clearly these should not be urgent or important tasks, but the things we all say “I’d like to get around to when I have the time”

  13. Prioritising tasks • Urgent and Important: key task with fast approaching deadline • Important but not Urgent: key task closely related to important objective • Urgent but not important: A task which has a fast approaching deadline • Neither important nor Urgent: not closely related to high – level objective, does not have fast approaching deadline

  14. Time- Wasters • Listthreeactivities that most often waste your time • How can you control this time-waster? • Delegating tasks:seven- stage process

  15. How to delegate • Define the task • Set targets and standards • Choose the right person • Fully brief your chosen person • Provide the resources • Monitor progress, give feedback • Trust and let go!

  16. Business Case framework: • Problem/issue/opportunity • Analysis of the current situation • Solution to the problem/issue/opportunity • Successful outcome/satisfaction • This is useful for pulling together a summary/ justifying resources for PDP

  17. Implementing the plan • Education and training • Coaching • Mentoring • Peer relationships • Action learning • Learning contracts • Open or distance learning

  18. What is a learning contract? • A formal document that sets out the commitment by the learner to work towards achieving a specified learning goal or objective. It also focuses on how the learning may be achieved. • It’s a proactive approach to learning and helps with the implementation of a development plan as the contract is agreed with the line manager, coach or mentor.

  19. Learning Contract • An overall development goal • Specific objectives in terms of skill or knowledge • Activities to be undertaken to achieve the objectives • Resources required • Methods of assessment of learning

  20. REVIEW • CONSIDER A RECENT EXPERIENCE, GOOD OR BAD, PLANNED OR UNPLANNED THAT YOU HAD DURING THE DEVELOPMENT PROCESS • WHAT CONCLUSIONS CAN YOU DRAW FROM THIS? WHAT LESSONS WERE LEARNED? • HOW WOULD YOU PLAN TO DO SOMETHING BETTER OR DIFFERENTLY NEXT TIME IN THE LIGHT OF THIS CONCLUSION?

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