BSBWOR301 Organise personal work priorities and development

Coordinate personal skill development and learning Source: http://www.effectivemanagementleadership.com/authentic-leadership-development.html

Identify personal learning and professional development needs The previous sections discussed the importance of understanding what is required at work, both in terms of competencies and in term of core values. We then looked at KPIs and introduced the notion of work values. Then, we discussed self-assessment to identify current skills and values Now, we will focus on goals for the next 12 months…. Where would you like to be in 12 months time…? To properly answer this question, you would require to do a review of your external and internal factors – this will provide with a clear insight into the factors that directly or indirectly impact on your own situation…

If you fail to plan, you will plan to fail…..

External and Internal Factors Step 1: Macro Factors (a) Technology: Technology is expanding rapidly and its level on change is impacting on all our lives, particularly in the area of IT. A report commissioned by the Committee for Economic Development of Australia suggested that by 2025, almost 40% of Australian jobs could be replaced by technology – it is also estimated that computing could improve by 10,000 fold in the next 20 years! Which jobs are most likely to be replaced? Low level of social interaction Low levels of creativity Low levels of mobility Class activity – give examples of which jobs could “go” & which could “stay” Autonomous Driving – Refer to section 3.1 for an example of this

External and Internal Factors (continued…) (b) Government: The government produces laws and legislation that constantly impacts on individual and commercial activities. For example, initiatives for small business will impact any entity earning under $2million per year (c) Competition: Other businesses are increasing their efforts to be competitive – they are actively seeking out new markets or gaining a further share of existing markets. This continual search for new customers or sales requires organisations to keep improving productivity. Therefore, they will be in search of any process that improves the bottom line in terms of reducing costs or increasing revenue

External and Internal Factors (continued…) (d) Media: Individuals and businesses have greater access to information, some of it at their fingertips (Google…) about what is happening both domestically and internationally. As a result they engage in more elaborate problem-solving methods before making decisions The media bring us the news and this gives them tremendous power in selecting what they believe could be important for us. (e) Organisational direction :When we do goal setting, we need to know the direction that organisations are heading in, so that we can prioritise our work and goals. Which area will have the greatest impact on our 12 month goals? This would be the values of the company and whether they fit our own values If Work life balance is critical for you, then you would try to find a job closer to home or a job that does not expect you to work very long hours with little flexibility

External and Internal Factors (continued…) (f) Community Values: There are a number of trends in our community – these can be summarised as follows: More people wanting services due to increasing work hours and less time for domestic work – 24/7 Mcdonalds, coles etc More focus on being “pampered” – late coffee, restaurants etc Need to feel secure “Keen to be green” – but wary about additional costs – green electricity

External and Internal Factors Step 2: Capability gap identification Having reviewed the environment and its trends, we will now consider the factors that make up “you”. From a goal identification perspective, the factors that are most relevant in contributing to one’s current capabilities are: Current situation Areas of work interest Current skill sets Demographics, i.e. location, age, gender Values – attitudes – how you spend your free time, what is important to you etc

External and Internal Factors Case Study Refer to the case study in section 3.1, which looks at 5 sets of criteria

Step 3: Identify opportunities Step 4: Identify limitations Step 5 Identify goals These steps are best demonstrated by the continuation of the Case Study, looking at the end of section 3.1

Identify, prioritise and plan opportunities for professional development In this section we look at how one could implement an action plan to ensure that objectives can be achieved. In order to do this, we need to develop a professional development schedule Learning Development Areas Most organization follow a professional development model that has a ratio of 70/20/10. This is as follows Current situation 1. EB 70% - Experience based – i.e. working on higher duties 2. RB 20% - Relationship based e.g. interacting with someone like a mentor or coach 3. TB 10% - Training based – eg classroom course, online course etc What is the reason for these ratios? – Refer to section 3.2 of the Text book

Identify, prioritise and plan opportunities for professional development Now that we have listed the categories of development, we need to list specific strategies that fall within these 3 areas Step 1 Review Learning options Training based Professional workshops Community courses In-house programs Conferences Virtual workshops Vocational education Distance education University/college course Membership of professional bodies

Identify, prioritise and plan opportunities for professional development Relationship based Working with a buddy Working with a mentor Working with a coach Experienced based Researching something online or manually Trying out a new skill on the job or in your personal life Working on special projects Working on secondments to other sections

Identify, prioritise and plan opportunities for professional development Refer to the Case Study in Section 3.2 Learning plan for an employee in a recycling section

Identify, prioritise and plan opportunities for professional development Step 2 List your learning needs Prior to writing learning strategies, one needs to list learning needs. This information can be obtained from the checklist that was provided for the self-assessment. The findings should be a combination of one’s own insight and feedback from your colleagues, managers, trainers and assessors. Refer to the case study – Graduate seeking employment in office administration

Identify, prioritise and plan opportunities for professional development Step 3 Identify development activities and KPIs With learning needs inserted into the schedule, we now move on to the learning strategies that will address those needs. Make sure the learning options that you consider, align to your needs. There are many potential strategies, so it may be difficult to choose the right activity. Given the cost of formal learning programs, investigate opportunities rather than “dong a course”. On a personal level, take into consideration the time you have available per week/month/semester etc to spend on development activities and make the most of it !

Identify, prioritise and plan opportunities for professional development Continue with the case study in section 3.2 and then do the activity in relation to Reviewing the learning needs and DPS’s and identifying whether it is TB, EB or RB

Identify, prioritise and plan opportunities for professional development Step 4 Identify roles, resources, start and end dates The next step is to complete the remainder of the schedule by entering the specifics of who, how and when. Continue with the case study