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1、Individual Development Plan For Organizational Enhancement, Career Ladders, and Career Development Division of PersonnelDepartment of Administrative ServicesState of New Hampshire2008Table of ContentsPageDescription3Individual Development Planning Tracks4-7Individual Development Planning for Organiz
2、ational Enhancement8Individual Development Planning Process9-11Career Ladders through Agency and Division of Personnel Sponsored Certificate Programs12Individual Career Path for Employees Not Involved In Career Ladder Programs13Career Development Personal Characteristics and Attitudes Worksheet14Car
3、eer Issues Worksheet15Knowledge of Work Environment Worksheet16Knowledge of Self Worksheet17Integration of Knowledge of Self and Work Environment Worksheet18Goal Development Worksheet19Methods for Tracking Action Worksheet20-30Knowledge, Skills and Abilities terms and definitions31-33Individual Deve
4、lopment Planning Forms34-36Completed Sample of Individual Development Planning FormsIndividual Development PlanningForOrganizational Enhancement,Career Ladders, andCareer Paths in New Hampshire State GovernmentIndividual Development PlanTrack #1Organizational EnhancementKnowledge, Skills, and Abilit
5、ies needed to meet agency mission, goals, and objectives as part of the annual performance review process.Track #2Career LaddersThis involves participation in an approved Career Ladder Program that may lead to labor grade increase if requirements are met. This is for employees pursuing a career ladd
6、er by remaining in their position in their agency. Alignment with State and/or agency mission and goals required. Note: Career Ladders not available in all agencies.Track #3Career PathsThis is a highly individualized career development program that may lead to labor grade increase. May result in mov
7、ing from one position to another. Alignment with State and/or agency mission and goals required. Track #1: Individual Development Planning For Organizational EnhancementIntroductionIt is critical to the success of state government to create a culture that encourages, supports, and invests in the sho
8、rt- and long-term organizational development of their employees. Employees professional development should be an ongoing process to ensure employees are staying currentif not one step aheadin their fields and mission-critical competencies. Planning for continuous development must be anchored to the
9、agencys mission, goals, objectives, and needs, as well as be tied to the employees work and career goals.The State of New Hampshire government-wide objective of training is to develop employees through progressive and efficient training programs to improve public service, increase efficiency and eco
10、nomy, build and retain a workforce of skilled and efficient employees and use best practices to provide performance excellence.The State of New Hampshire believes that training and development are integral components of work performance, and are inherently tied to agency mission, goals, strategic pl
11、anning, workforce planning and the provision of services to the public. The State values the dignity and potential of its employees and believes that developing employee potential, through coaching, education and training, mobility opportunities, and on-the-job training is critical to organizational
12、 effectiveness. It is the responsibility of the supervisor and the employee, working in partnership, to determine the work goals and training needs for each employee. The purposes for training and development are:1. To provide agencies with a productive and skillful workforce capable of meeting the
13、current and future responsibilities of state government;2. To promote constructive work-place relationships in a healthy and diverse workforce; and3. To assist employees in achieving career and individual development goals.Training needs to be an integral and critical part of the overall human resou
14、rce management function. State government employees need to be trained in any field that will:1. Help achieve the agencys mission and goals.2. Improve individual and organizational performance through such activities as: Formal classroom training college courses, forums, seminars, workshops; Self-st
15、udy self-paced learning, independent reading; Technology-based training computer-based training, satellite instruction; Workplace programs task forces, mentoring, long-term development, on-the-job training, rotational assignments; Retreats; Conferences but only when the content contributes to the im
16、provement of individual or organizational performance.Administrative officials at all levels entry-level supervisors, mid-level administrators, upper-level administrators need to ensure that adequate, responsive, and quality training is provided to their employees. Employees must acquire and maintai
17、n the knowledge, skills, and abilities KSAs needed for high quality performance and optimum contributions to the goals and objectives of their organization, as well as to the broader mission of the state agency. An effective tool for acquiring needed KSAs is the Individual Development Plan.The Indiv
18、idual Development Plan (IDP) employs a concept that emphasizes discussion and joint decisions by the employee and the supervisor on the specific developmental experiences necessary to fulfill the mutual goals of organizational enhancement. Each IDP is uniquely tailored to the needs of the organizati
19、on and the individual. The IDP is a personal action plan, jointly agreed to by the employee and the supervisor, which identifies short and long-term organizational goals. An IDP also identifies the training and other developmental experiences needed to achieve those goals, for the benefit of the org
20、anization and the individual, within a specified time frame.ResponsibilityState agencies have the responsibility to create and maintain a climate which encourages training and development as an ongoing part of the performance management process which supports the accomplishment of the agencys missio
21、n, including but not limited to:1. Developing a plan and budget for training based upon needs analysis, promoting access to training for all employees;2. Ensuring that training and development plans are prepared, updated, and discussed by the supervisor, employee, and when appropriate, the mentor an
22、d reviewed and approved by management as part of the employee performance communication process;3. Ensuring that the individual employee development plan is developed jointly by the individual employee and the supervisor, is based upon needs analysis, and is consistent with the mission and needs of
23、the agency.Managers and supervisors have the primary responsibility for initiating communication about work unit training and individual development including but not limited to:1. Working in partnership with individual employees to assess training needs and coordinate agency, work unit and individu
24、al employee development plans;2. Ensuring implementation of employee development plans;3. Incorporating training and development into the performance management process; and4. Seeking to improve management/supervisory skills in employee development.Employees have responsibility for;1. Working in par
25、tnership with supervisors and managers to meet the agency, work unit, and their own training and development needs; and2. Actively searching for training opportunities within state service and elsewhere.The Division of Personnel, Department of Administrative Services has responsibility for providing
26、 leadership and facilitating partnerships in human resource development for state employees, including but not limited to:1. Advocating for and providing continuous education about training and development issues throughout the executive branch, in partnership with agencies and collective bargaining
27、 units;2. Assisting agencies in formulating links between agency goals, performance management and employee development and providing training for supervisors and managers on developing employees;3. Continuously assessing state-wide training and development needs, and finding ways to meet those need
28、s by providing opportunities for training on topics of state-wide impact; and4. Developing ways to share resources trainers, materials, technology, facilities and information on training plans, policies and procedures between and amongst public agencies to increase access, reduce costs and enhance q
29、uality.Purpose and Benefits of Individual Development PlanningIndividual development planning helps identify the employees development goals and the strategies for achieving them by linking them to the organizations mission and goals. Typically, the Individual Development Plan IDP would be developed
30、 and reviewed annually but a multi-year plan can be developed. This plan is intended to:Encourage the employee to take ownership of his/her organizational developmentProvide an administrative mechanism for identifying and tracking development needs and plans to help meet agency critical mission and
31、goalsAssist the agency in planning for its annual training and development requirements.Individual development planning benefits the organization by aligning employee training and development efforts with the mission, goals, and objectives of the agency. Supervisors develop a better understanding of
32、 their employees professional goals, strengths, and development needswhich can result in more realistic staff and development planning. Employees take personal responsibility and accountability for their development, acquiring or enhancing the skills they need to stay current in required skills.Role
33、s Supervisors and employees work together to complete the employees development plan.Employees should: Work with their supervisor to assess their level of competence vis-vis the competencies, skills, and knowledge required in their jobs. Identify their professional goals and development needs and va
34、rious training and development opportunities that will help them achieve those goals and meet those needs. Periodically assess their progress toward reaching their goals.Supervisors should: Realistically assess employees strengths and development needs vis-vis organizational requirements needed to m
35、eet critical mission and goals. Provide regular (e.g., annual) opportunities to discuss and plan for employees development. Ensure the alignment of employees goals and development needs to work unit goals/objectives. Help employees identify appropriate training and development opportunities. Evaluat
36、e outcomes of employees training and development efforts.Individual Development Planning ProcessThe individual development planning process requires communication and interaction between the supervisor and the employee. It involves six steps:Step 1: Pre-Planning Supervisor and employee prepare indep
37、endently for meeting. Employee completes all agency required self-assessments. Supervisor reviews performance evaluations, seeks feedback from stakeholders such as employees peers, subordinates, upper managers, other agency personnel who interact with the employee, and, where appropriate, external s
38、takeholders employees of other state and federal agencies, vendors, clients, legislators, etc. Supervisor reviews agency mission and goals and determines which pieces of the employees job are critical to meeting the mission and goals. Supervisor should also review the work unit goals and objectives
39、and determine which parts of the employees job are critical to goal and objective success.Step 2: Employee/Supervisor Meeting Discuss employee strengths, areas for improvement, interests, goals, and organizational requirements.Step 3: Prepare Individual Development Plan Employee, in consultation wit
40、h supervisor, completes plan for individual development.Step 4: Supervisor seeks approval of upper management if required by Workforce Development Committee/Plan and/or organizational policies and procedures.Step 5: Implement Plan Employee pursues training and development identified in plan.Step 6:
41、Evaluate Outcomes Supervisor/employee evaluate usefulness of training and development experiences.Key Elements Of An Individual Development PlanDeveloping and implementing Individual Development Plans is considered a good management practice and some agencies have developed their own IDP planning pr
42、ocess and forms. While there is no one “correct” form for recording an employees development plan, an effective plan should include the following key elements: Employee profile name, position title, labor grade, division/bureau or work unit; Pre-Planning; Employee/ Supervisor Meeting; Prepare IDP Mu
43、st include the following: 1. Development goals short-term and long-term goals with estimated and actual completion dates;2. Development objectives linked to work unit mission/goals/objectives and employees development needs and objectives;3. Training and development opportunities specific formal cla
44、ssroom training, workshops, rotational assignments, shadowing assignments, on-the-job training, self-study programs, professional conferences/seminars, etc., that employee will pursue with estimated and actual completion dates and costs; and4. Evaluation of outcomes. Signatures including supervisory
45、, employee, and where appropriate, upper management signatures and date; Implement IDP; and Evaluate Success. Track #2: Career Ladders through State Sponsored Agency Specific Training and Centrally Sponsored Certificate ProgramsCurrent research emphasizes the importance of continual knowledge and sk
46、ill enhancement in the work environment in order to be competitive in todays world-wide market. Research also recommends organizations provide continual knowledge and skill enhancement opportunities in order to effectively recruit and retain employees. Continual knowledge and skill enhancement is pa
47、rticularly important to recent high school and college graduates. Achievement of a state agencys mission is related to the knowledge, skills and abilities KSAs of its workforce. One of several tools available to state government, for the purposes of KSA enhancement, is a career ladder program that f
48、ocuses on specific knowledge and skill areas employees need to meet the state agency mission and goals. Career ladder programs can also assist state agency directors in keeping critical positions filled by training a cadre of employees in the knowledge and skill areas needed to fill critical positions. The Division of Personnel recognizes agencie
