Individual Development Plan for Year 2015

Individual Development Plan for Year 2015

Employee Name: / Agency:
Job Title: / Supervisor:
Strengths (Summary of assessment information)
Area(s) of Growth and Development:
Development Plan: (up to 3 S.M.A.R.T. goals)
1.
2.
3.
Employee Signature / Date:
/ Supervisor Signature / Date:
Ongoing Progress Notes / Dates:

Participation in the Individual Development Plan in no way guarantees a promise of advancement or future employment. Participation is voluntary and is intended for those who aspire to learn, grow and strengthen their skills. The Individual Development Plan is designed to build knowledge leading to your success and valued contributions as a city employee. Success requires both the employee and manager to agree on a workable plan given work load and priorities within individual departments.

Overall Process /
· Manager emails the IDP form to the employee to begin thinking about strengths, future desires and development areas
· Manager schedules a meeting with employee to discuss the IDP
· Manager and employee discuss strengths, development areas, goals and experiences to include.
· Manager and employee sign the form. The form is kept in the managers employee file
· Manager and employee meet on an ongoing basis to discuss progress and to update goals as appropriate.
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INSTRUCTIONS FOR COMPLETING THE FORM /
Data Gathering /
1. Managers will gather information about the employee from assessment(s) conducted such as; The Hogan, Strengths Finder, Myers Briggs Type Indicator, Emotional Intelligence, feedback received and employee development interests). Enter relevant data gathered about the employee’s strengths.
2. After reviewing the data gathered, the manager meets with the employee to identify development areas. It is recommended that employees and managers work together to identify the development areas. Remember to address development opportunities using the employee’s strengths. Tip: less is more. Pick one or two areas of development and do them well. Once the area(s) for development have been identified, list in the section Areas for Development.
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Developing the Plan /
1. The manager and employee identify the experiences, training or other opportunities that will help to develop the desired behaviors/skills/knowledge. Some ideas are listed below.
ü Cross training/job shadowing / ü Conference participation / ü Job shadowing / ü Participation on committees / ü College programs
ü City University / ü Getting a coach/mentor / ü Books / ü Attending a seminar
2. Once the employee and manager have agreed on the development area and how to address the development need, the employee and or manager develop up to 3 S.M.A.R.T. goals.
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Writing S.M.A.R.T. Goals /
SPECIFIC
Specific means the goal is clear and unambiguous; observable. To make goals specific, they must outline exactly what's expected, why it's important, who’s involved, where it's going to happen and which attributes are important. A specific goal will usually answer the five 'W' questions:
/ ü What: What do I want to accomplish?
ü Why: Specific reasons, purpose or benefits of accomplishing the goal.
ü Who: Who is involved?
ü Where: Identify a location/time.
ü Which: Identify requirements and constraints. /
MEASURABLE
Measures will define concrete criteria for measuring progress toward the attainment of the goal. The thought behind this is that if a goal is not measurable it is not possible to know whether progress is being made toward successful completion. Measuring progress keeps the goal on track, reach its target dates. A measurable goal will usually answer questions such as:
/ ü How much?
ü How many?
ü How will I know when it is accomplished?
ü Indicators should be quantifiable /
ATTAINABLE
Attainable stresses the importance of goals that are realistic and also attainable. That is, the goals are neither out of reach nor below standard performance. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills and financial capacity to reach them. An achievable goal will usually answer the question how.
/ ü How can the goal be accomplished?
ü Do you have the necessary resources and knowledge, skills and ability to accomplish the goal?
ü Will meeting the goal challenge you without defeating you?
ü How realistic is the goal based on other constraints? /
RESULTS-FOCUSED
Results-focused goals drive the team, department and organization forward. A goal that is results-focused supports or is in alignment with other goals in the department/function. A relevant goal will answer the following questions. / ü What is the reason, purpose or benefit of accomplishing this goal?
ü Does this seem worthwhile?
ü Is this the right time?
ü Does this match our other efforts/needs?
ü Are you the right person?
ü Is it applicable in the current socio- economic environment?
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TIME-BOUND
Time-bound as part of a S.M.A.R.T. goal is critical in grounding goals within a time-frame, giving them a target date. A commitment to a deadline focused on completion of the goal on or before the due date. A time-bound goal is intended to establish a sense of urgency. A time-bound goal will usually answer the following questions.
/ ü When?
ü What can I do six months from now?
ü What can I do six weeks from now?
ü What can I do today? /
ONGOING DISCUSSION
Establish regular check in dates to share feedback, assess progress and make adjustments to the development plan. After the employee begins working on the goals listed in the IDP, both the manager and employee will meet to discuss progress made against the goals established. A space is provided on the form for ongoing comments throughout the year.
/ At the end of the year during the PEPR discussion, the employee and manager will discuss how the Individual Development plan contributed to the employees overall performance and growth. The Individual Development plan will have no rating or impact PEPR results. /