Individual Development Planning Presented by: Randy Bergquist Assistant Director, Learning and Workforce Development Human Resources Staff Justice Management Division

Briefing Overview Development and the Adult Learner Organizational and Individual Needs Preparing an Individual Development Plan Identifying Developmental Objectives Through Assessments Developmental Resources and Opportunities IDP Exercise Next Steps The President's Management Agenda, announced in the summer of 2001, is an aggressive strategy for improving the management of the Federal government. It focuses on five areas of perceived management weakness across the government where improvements and the most progress can be made. DOJ has responsibility for all seven.

Development and the Adult Learner Ways People Learn By Doing (Through Practice) Through Observation Through Imitation (watching and then performing) Through analysis and conceptualization

Principles of Learning Learning happens inside the learner and is activated by an instructor Concepts presented must be directly relevant to the learner’s needs Learning results from experiencing Learning is enhanced if the process is interactive Learning requires time and patience Learning requires change Learning involves the emotions Each learner has a unique style of learning

Organizational Considerations Organizational mission and goals Program plans Staff learning and development needs Available time and funds for learning and development Top management buy-in to learning and development activities

Individual Considerations Development needed to improve current performance Development needed which will have an impact on performing current duties in the near future Development applicable to projected workforce needs in the foreseeable future Note: Loss estimates are based on filling vacant positions via promotions; whereby backfilling will occur.

Preparing Your Individual Development Plan

What is an IDP? A career development tool that may be used to help an employee navigate through their developmental activities such as formal training, on-line learning and developmental assignments It is reviewed and discussed between the employee and his/her supervisor to ensure that individual needs align with organizational needs It is not a contract, but rather a roadmap that may change as individual and/or organizational priorities change

Goal Ranges Micro 15 minutes to 1 hour Mini 1 Day to 1 Month Short Range 1 Month to 1 Year Medium Range 1 to 3 Years Long Range 3 to 5 Years

Setting Goals Specific Measurable Achievable Realistic Timeframe

Goal Selection Vertical – moving to the next higher position Lateral – moving across functions Realignment – moving to a lesser position in the organization Exploratory Research – actively investigating other options Job Enrichment – creating more challenge in the present job Relocation out of the organization

Goal Selection Consider other commitments: family; current work schedule; community obligations Review previous learning experiences Know your organization Be honest with your self-appraisal

Advancing Your Career Career Constraints Professional Constraints Occupational Limits Lack of Qualifications Organizational Constraints Promotion Freeze Staffing Pattern Ceiling Personality Conflicts Promotion Paths

Helpful Tools When Developing The IDP Position Description – describes your duties and responsibilities Performance Plan – contains elements and performance standards based on the position List of general and technical competencies (e.g. OPM) Feedback from supervisors, peers, and customers

Identifying Developmental Objectives Write down your current basic duties Select one duty at a time and determine the specific competencies required to perform that duty Determine which competencies you already have versus those you need to develop Eliminate those competencies you already have Rank/prioritize those that are remaining These are your developmental objectives

Developmental Resources and Opportunities Classroom training Job rotation/developmental detail e-learning/computer based instruction On-the-job training Self-study Field trips Reading

Guidelines for Supervisors Consider the employee’s current job standards What skills are most necessary What areas are proficient/less proficient Consider organizational needs Current and any potential changes in mission; technology; turnover; staffing needs; future program needs Consider employee’s potential to meet current and projected needs; potential to assume different or expanded responsibilities Assist in developing short and long range goals and learning activities that support the desired skills to meet goals Offer suggestions and serve as a resource in conjunction with other coworkers; human resource professionals; upper management

IDP Process Employee Supervisor Employee-Supervisor Meeting IDP Strengths Org. needs Current Job Standards Short term goal Employee Supervisor Needs Long term goal Future needs Current Performance Employee-Supervisor Meeting IDP

Luck is when opportunity knocks and you answer – Anonymous QUOTES No wind favors he who has no destined port – Michel de Montaigne Within our dreams and aspirations we find our opportunities – Sue Ebaugh Luck is when opportunity knocks and you answer – Anonymous

Questions and Answers