qwertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfgh jklzxcvbnmqwertyuiopasdfghjklzxcvb nmqwertyuiopasdfghjklzxcvbnmqwer Personal Development as Strategic Manager tyuiopasdfghjklzxcvbnmqwertyuiopas Strategic management and leadership dfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmq wertyuiopasdfghjklzxcvbnmqwertyuio pasdfghjklzxcvbnmqwertyuiopasdfghj klzxcvbnmqwertyuiopasdfghjklzxcvbn mqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmrty uiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxc
5/11/2011 Zarmina Siraj
Personal development as strategic manager
Strategic directions and purpose of an organization:
Before an organization can choose a strategy, it will need: a mission statement²to provide a sense of strategic purpose and value strategic objectives²to provide a sense of direction strategic options a process for selecting the best option. A mission statement defines an organization¶s purpose and distinguishes it from other organizations. It identifies the reason for the organization¶s existence and can focus the organization on the business it is, or should be, in. The statement of organizational purpose usually describes products, markets and technology. To achieve its fundamental purpose, an organization needs to specify its available means. This part of the statement should be made so that the organization is able to differentiate itself from its competitors. Stakeholder promises detail the commitment of the organization to all persons or groups who have an interest in it. Organizational values and beliefs provide guidelines on the way in which tasks are to be accomplished in the organization. Public image specifies how the organization wishes to be seen by the public. The standards and behavior statement briefly identifies the major policies and procedures the organization will use in implementing its strategy, which will reinforce the values and beliefs of the organization. For an organization to realize its mission, it will need an appropriate set of strategic objectives. They will form the basis of the organization¶s strategy and concomitant action plans. Organizations set objectives, which if achieved make them able to be more competitive or better able to survive. These objectives are short-, medium- and long-term goals and include specific outcomes. They must be defined extremely carefully, and once set, be ranked and prioritized. Strategic objectives must be based on three areas of analysis: (a) Key issues and trends (opportunities and threats), (b) Internal skills and resources and (c) Constraints No objectives will be achieved unless the organization¶s employees understand them, believe in them and are committed to achieving them (Markides 2000: 163). Objectives should be: specific; challenging, but attainable; measurable; flexible enough to allow for deviations from the original plan; motivating; consistent with each other. A useful and simple approach to using the information derived from the external, internal and technology analyses to formulate strategic objectives is to identify what gaps may exist in the capabilities of the organization. From: Where are we currently positioned with regard to (external trends, internal resources, technology)
To Where would we like to position the organization in the future with regard to (external trends, internal resources, technology) Identifying key result areas (KRAs) can help an organization priorities its objectives and the actions necessary to achieve them. Rouse (1992: 107) mentions a 'four goal structure' as a useful example of how to apply generic KRAs as a 'first cut' to a wide range of technology-driven strategies. 1. Objectives related to the product or service itself (i.e. the concept, its development, production, delivery and marketing) 2. Objectives relating to methods and tools required to support the product or service (e.g. design or manufacturing) 3. Objectives relating to establishing the strategic capacity that can facilitate the sale of the product or service, including gaining experience and building relationships within the industry, with suppliers and with customers 4. Objectives relating to the knowledge and technology areas required to support the development and delivery of the product or service (i.e. the competency gaps that must be overcome). The strategy (or combination of strategies) selected must give the organization the best chance of achieving its objectives in the face of great uncertainty and opposing competitive forces. Gap analysis of the strategic skills: Gap analysis begins by asking you two basic questions:
y y
Where are you now? Where do you want to be?
In answering these questions, one needs to be as detailed as possible so it will be easier to come up with realistic plans of action. Study your current situation and determine how you are presently performing. Afterward, write down your desired outcome or goal. Doing so will give you a clear view of how far you actually are from your objectives. The following steps will be used to help you plan your development. Step 1 - Identify the role: Identification of role is done by mapping out specific areas which individuals need to be skilled to fulfill the role effectively.. Step 2 - Assess the required competences: This involves deciding which skills an individual should have to meet their role. IPDS has formalized these competencies in the form of role maps.
Step 3 - Assess the candidate's current skills: This involves looking at the current skills of any given individual and see how they match up to the skills that are required for any person in that role. This is made easier through the use of Evaluation Checklists based on National Occupational Standards (NOS). Step 4 - Determine the skills gap: This involves looking at the skills identified in step 3 to determine where there are any gaps in the skills of the individual. Element Analysis Sheets will assess any gaps in skills whether the individual is maintaining their skills and knowledge in order to continue in their current role or wishes to enhance their skills and knowledge in order to proceed to the next level. Step 5 - Develop an appropriate learning programme: The last step of the Skills Gap Analysis involves giving individuals specific and relevant training in the areas where weakness has been identified and where skills need to be updated. All the modules the individual needs to be trained in will be set out in a structured development programme for them. Role maps show the relevant modules and role titles in which individuals need to be skilled. They show you how you can achieve competency for the role you are in.
Personal development plan and evaluation:
Areas that need development Skills that need some development ? Communicating ? Decision-making ? Leadership ? Prioritizing ? Valuing and Supporting Others ? Motivating ? Analyzing ? Delegating ? Reporting 1. Encourage innovation in my business Excellent performance in this area results in being able to: ? ensure that there is a well-communicated innovation strategy that fits with the overall vision of the business ? motivate people across the business to identify ideas for new products or services ? ensure that resources, particularly time, are made available for idea generation, development and testing of ideas
? evaluate business cases and plans, approve those that appear viable an monitor their progress ? ensure that the originators and developers of any ideas receive recognition for their achievement In order to improve in this area, i may want to get some advice on: ? How to develop a business strategy for innovation and communicate it across the business ? Methods for identifying and pursuing opportunities to work in partnership with external experts ? How to recognize and manage risk and encourage others to take acceptable risks ? How to provide constructive feedback on ideas to teams and individuals ? How to evaluate business cases and development plans and approve those that appear viable ? How to establish systems for measuring and reporting to relevant parties 2. Plan change Excellent performance in this area results in being able to: ? assess the gap between the current and required future state of procedures, systems, structures and roles ? assess the risks and benefits associated with your strategies and plans and develop contingency arrangements ? make sure your plans include short-term "wins" as well as longer-term deliverables ? develop systems for monitoring and assessing progress ? develop a communication strategy that allows people to give feedback ? identify training and support needs and plan how to meet these In order to improve in this area, you may want to get some advice on: ? The main models and methods for managing change effectively ? Effective planning techniques ? Theory and application of the change or performance curve ? Theory and understanding of teams, including an understanding of team-building techniques and how to apply them ? How to assess the risks and benefits associated with strategies and plans ? Stakeholder expectations and how they influence the process 3. Lead change Excellent performance in this area results in being able to: ? communicate your vision of the future, the reasons for the change and the benefits to everyone involved ? make sure the people responsible for planning and implementing change understand their responsibilities ? set and priorities objectives for the change ? identify strategies for achieving the vision and communicate them clearly to everyone involved ? communicate progress to everyone involved and celebrate achievement ? identify and deal with obstacles to change In order to improve in this area, you may want to get some advice on: ? The main models and methods for leading organizational change and their strengths and weaknesses ? Principles and application of risk assessment ? How to use different leadership styles and behaviors for different circumstances
? The political, bureaucratic and resource barriers to change, and the techniques for dealing with these ? How to use different methods of communication in various circumstances ? Stakeholder expectations and how they influence the change process 4. Manage a programme of projects Excellent performance in this area results in being able to: ? make sure everyone involved is clear about how the programme links to strategic targets ? take account of all essential needs and translate strategic targets into practical, efficient and effective actions ? make sure everyone involved understands the critical aspects of the programme and arrangements for dealing with contingencies ? monitor and control the programme so that it achieves the stated objectives on time and within budget ? make recommendations, which identify good practice and areas for improvement ? tell everyone involved about important issues and the results of putting the programme into practice In order to improve in this area, you may want to get some advice on: ? The difference between project and programme management and the role of a programme manager ? Principles, processes, tools and techniques for managing programmes ? The basic principles, methods and techniques of total quality management ? How to manage, motivate, plan, monitor, and assess people ? How to assess and manage risk ? How to manage change within projects and programmes 5. Implement change Excellent performance in this area results in being able to: ? create a vision of where your area is going, together with supportive objectives and operational plans ? communicate regularly, making effective use of a range of different communication methods ? develop a range of leadership styles and apply them to appropriate situations and people ? give people in your area support and advice when they need it especially during periods of setback and change ? encourage people to take a lead in their own areas of expertise and show willingness to follow this lead In order to improve in this area, i may want to get some advice on: ? How to create a compelling vision for an area of responsibility ? A range of different leadership styles and communication methods ? How to get and make use of feedback from people on your leadership performance ? Types of difficulties and challenges that may arise and ways of overcoming them ? The benefits of and how to create and maintain a culture that encourages creativity and innovation
My strengths The skills I scored highest in ? Planning ? Monitoring ? Information Management ? Problem Solving ? Evaluating ? Consulting ? Reviewing ? Thinking Strategically ? Presenting Information 1. Develop a framework for marketing You can develop a framework that describes your business' customers and how your Organization intends to market its products or services 2. Ensure my business has an effective health and safety policy You understand the benefits arising from an effective organizational approach to health And safety e.g. decreasing the risk of injury to employees and improving the reputation of Your business with customers and suppliers 3. Get additional finance for my business You are able to identify the need for additional finance and select from different types of Finance and funding providers to fund your businesses proposed activities 4. Promote technology in my business You are able to make sure that your business gets the technology it needs and uses it In the best way possible 5. Manage a budget You are able to prepare, submit and agree a budget for a set operating period and take Necessary action in response to identified variances in the budget and unforeseen Circumstances
My action plan The following plan includes the actions I have previously selected and links to suggested Resources.
Action 1. Encourage innovation in my Business 2. Plan change
Resources
When Complete within 3 months Complete within 3 months
3. Lead change Complete 4. Manage a programme of projects Complete
within 6 months within 9 months
Sample personal development plan:
Review of personal development plan:
Personal development planning is the process of creating an action plan based on awareness, reflection, goal-setting and planning for personal development within the context of a career, education, or for self-improvement. The PDP (personal development plan), also called an IDP (individual development plan) or PEP (personal enterprise plan), typically includes a statement of one's aspirations, strengths or competencies, education and training, and stages or steps to indicate how the plan is to be realized. Personal development plans may also include a statement of one's career and lifestyle priorities, career positioning, analysis of opportunities and risks, and alternative plans (Plan B), and a curriculum vita In higher education, personal development plans typically include a portfolio containing evidence of the skills gathered over a particular timeframe. It is presumed in education that undertaking PDP will assist in creating self-directed independent learners who are more likely to progress to higher levels of academic attainment. It is also used in human resource management Personal developments plans are often a requirement for employee CVs. Employees who are participating in business training are often asked to complete a personal development plan. Personal Development Planning or PDP helps learners think, not only about the learning that has already taken place, but also planning for the future. PDP is a great way to build on all the opportunities university life has to offer, but it is up to you as an individual to decide what you want to get out of PDP and how to set about doing this. This Advice Sheet will help you to: ? Recognize what is involved in PDP ? Identify opportunities presented to you ? Practice techniques to support PDP through action planning ? Employ a PDP tool, for example the electronic tool, RAPID PDP, therefore, makes you aware of how you are progressing and this awareness brings a number of benefits. For example, it will be easier to identify to tutors areas of concern and it will help you to demonstrate to prospective employers that, through PDP, you have acquired strategies that make you a desirable, well motivated and focused individual. Furthermore, PDP processes can motivate you when your interest starts to wane. The main PDP processes that help learners think about their learning and to plan for the future usually include: Reflection ± pulling different thoughts and ideas together to make sense for a particular purpose Recording ± thoughts, ideas, experiences; you can keep records in written form or use audio, video, etc. Action planning ± setting out a plan means more likely achievement of a goal Executing ± carrying out activities referred to in the action plan Evaluating ± making sense of what you have been doing
However PDP is presented and practiced, the responsibility is on you as an individual to plan your learning, to act on the plans and to generate evidence of what you have achieved.
The following steps provide a useful framework, with reflection needed at every stage: Step1 - Take a Skills Audit This is a useful starting point for PDP because it acts as a µstocktaking¶ exercise to systematically analyze your strengths and weaknesses. You could also do a SWOT analysis ± a common problem solving method which summarizes once you become aware of where you are now, you can think about where you want to be and how you will get there through action planning. Step 2- Write an Action Plan Action Planning helps you to identify and set targets, documenting a thought out strategy. A well written action plan will be clear in its intentions, unambiguous and focused. A useful rule of thumb is to ask you if it is SMART, i.e. Specific: e.g. µI will identify and practice good time management techniques to Reach my project deadline steadily and without panic¶, rather than µI will learn how to manage my time¶ Measurable: e.g. I will set myself a weekly schedule of things to do Achievable: e.g. I know there are workshops and books on time management And I will use these to identify good practice Realistic: e.g. I know I have some free time every Thursday morning and I will use this time to work on my techniques Time-Bound: e.g. I will work towards the project deadline, setting weekly targets You are recommended to set yourself a few clear goals, ranking them by preference, and then set clear sub-goals. These sub-goals will help you to measure your progress en route and help you to consider the various steps ahead so that you won¶t be tempted to set unattainable targets. It is often useful to talk through goal setting with another person, who may help you to think things through and maybe pick up on something you may have missed. Step 3 - Keep a Record Auditing your skills and action planning will themselves generate written documentation. You also need to document which skills you¶ve developed and how you have evaluated this. It is important to keep written records for a number of reasons: helps you to measure your progress provides information to draw upon when applying for jobs offers a source of information to share with your tutor helps you to think about how plans could be improved
References:
Personal Development Plan: A Guide to Accomplishing Your Dreams
By William T. Streeter.page 45
Managing Your Competencies: Personal Development Plan By Roel Grit, Nico van der Sijde..page24,45,67 The GP's guide to personal development plans By Amar Rughani..page 63
MA Schilling« - The Academy of Management Executive (1993- «, 1998 - JSTOR
... vivid in dynamic industries such as electronics, where life cycles of personal computers and ... A company can focus its development efforts on projects that will create long-term ... An ambitious strategic intent should create a gap between a company's existing resources and TN Garavan - International Journal of Manpower, 1993 - emeraldinsight.com ... focused approach). Burgoyne[7], writing in the context of management development, proposes a six-level model, level six of which constitutes a strategic development of the management of corporate policy. Burgoyne notes JJ Chrisman, JH Chua« - « Theory and Practice, 2005 - Wiley Online Library ... Trends and Directions in the Development of a Strategic Management Theory of the Family Firm. ... Additional Information. How to Cite. Chrisman, JJ, Chua, JH and Sharma, P. (2005), Trends and Directions in the Development of a Strategic Management
http://www.lboro.ac.uk/library/skills/Advice/PDP.pdf
doc_279193260.docx
5/11/2011 Zarmina Siraj
Personal development as strategic manager
Strategic directions and purpose of an organization:
Before an organization can choose a strategy, it will need: a mission statement²to provide a sense of strategic purpose and value strategic objectives²to provide a sense of direction strategic options a process for selecting the best option. A mission statement defines an organization¶s purpose and distinguishes it from other organizations. It identifies the reason for the organization¶s existence and can focus the organization on the business it is, or should be, in. The statement of organizational purpose usually describes products, markets and technology. To achieve its fundamental purpose, an organization needs to specify its available means. This part of the statement should be made so that the organization is able to differentiate itself from its competitors. Stakeholder promises detail the commitment of the organization to all persons or groups who have an interest in it. Organizational values and beliefs provide guidelines on the way in which tasks are to be accomplished in the organization. Public image specifies how the organization wishes to be seen by the public. The standards and behavior statement briefly identifies the major policies and procedures the organization will use in implementing its strategy, which will reinforce the values and beliefs of the organization. For an organization to realize its mission, it will need an appropriate set of strategic objectives. They will form the basis of the organization¶s strategy and concomitant action plans. Organizations set objectives, which if achieved make them able to be more competitive or better able to survive. These objectives are short-, medium- and long-term goals and include specific outcomes. They must be defined extremely carefully, and once set, be ranked and prioritized. Strategic objectives must be based on three areas of analysis: (a) Key issues and trends (opportunities and threats), (b) Internal skills and resources and (c) Constraints No objectives will be achieved unless the organization¶s employees understand them, believe in them and are committed to achieving them (Markides 2000: 163). Objectives should be: specific; challenging, but attainable; measurable; flexible enough to allow for deviations from the original plan; motivating; consistent with each other. A useful and simple approach to using the information derived from the external, internal and technology analyses to formulate strategic objectives is to identify what gaps may exist in the capabilities of the organization. From: Where are we currently positioned with regard to (external trends, internal resources, technology)
To Where would we like to position the organization in the future with regard to (external trends, internal resources, technology) Identifying key result areas (KRAs) can help an organization priorities its objectives and the actions necessary to achieve them. Rouse (1992: 107) mentions a 'four goal structure' as a useful example of how to apply generic KRAs as a 'first cut' to a wide range of technology-driven strategies. 1. Objectives related to the product or service itself (i.e. the concept, its development, production, delivery and marketing) 2. Objectives relating to methods and tools required to support the product or service (e.g. design or manufacturing) 3. Objectives relating to establishing the strategic capacity that can facilitate the sale of the product or service, including gaining experience and building relationships within the industry, with suppliers and with customers 4. Objectives relating to the knowledge and technology areas required to support the development and delivery of the product or service (i.e. the competency gaps that must be overcome). The strategy (or combination of strategies) selected must give the organization the best chance of achieving its objectives in the face of great uncertainty and opposing competitive forces. Gap analysis of the strategic skills: Gap analysis begins by asking you two basic questions:
y y
Where are you now? Where do you want to be?
In answering these questions, one needs to be as detailed as possible so it will be easier to come up with realistic plans of action. Study your current situation and determine how you are presently performing. Afterward, write down your desired outcome or goal. Doing so will give you a clear view of how far you actually are from your objectives. The following steps will be used to help you plan your development. Step 1 - Identify the role: Identification of role is done by mapping out specific areas which individuals need to be skilled to fulfill the role effectively.. Step 2 - Assess the required competences: This involves deciding which skills an individual should have to meet their role. IPDS has formalized these competencies in the form of role maps.
Step 3 - Assess the candidate's current skills: This involves looking at the current skills of any given individual and see how they match up to the skills that are required for any person in that role. This is made easier through the use of Evaluation Checklists based on National Occupational Standards (NOS). Step 4 - Determine the skills gap: This involves looking at the skills identified in step 3 to determine where there are any gaps in the skills of the individual. Element Analysis Sheets will assess any gaps in skills whether the individual is maintaining their skills and knowledge in order to continue in their current role or wishes to enhance their skills and knowledge in order to proceed to the next level. Step 5 - Develop an appropriate learning programme: The last step of the Skills Gap Analysis involves giving individuals specific and relevant training in the areas where weakness has been identified and where skills need to be updated. All the modules the individual needs to be trained in will be set out in a structured development programme for them. Role maps show the relevant modules and role titles in which individuals need to be skilled. They show you how you can achieve competency for the role you are in.
Personal development plan and evaluation:
Areas that need development Skills that need some development ? Communicating ? Decision-making ? Leadership ? Prioritizing ? Valuing and Supporting Others ? Motivating ? Analyzing ? Delegating ? Reporting 1. Encourage innovation in my business Excellent performance in this area results in being able to: ? ensure that there is a well-communicated innovation strategy that fits with the overall vision of the business ? motivate people across the business to identify ideas for new products or services ? ensure that resources, particularly time, are made available for idea generation, development and testing of ideas
? evaluate business cases and plans, approve those that appear viable an monitor their progress ? ensure that the originators and developers of any ideas receive recognition for their achievement In order to improve in this area, i may want to get some advice on: ? How to develop a business strategy for innovation and communicate it across the business ? Methods for identifying and pursuing opportunities to work in partnership with external experts ? How to recognize and manage risk and encourage others to take acceptable risks ? How to provide constructive feedback on ideas to teams and individuals ? How to evaluate business cases and development plans and approve those that appear viable ? How to establish systems for measuring and reporting to relevant parties 2. Plan change Excellent performance in this area results in being able to: ? assess the gap between the current and required future state of procedures, systems, structures and roles ? assess the risks and benefits associated with your strategies and plans and develop contingency arrangements ? make sure your plans include short-term "wins" as well as longer-term deliverables ? develop systems for monitoring and assessing progress ? develop a communication strategy that allows people to give feedback ? identify training and support needs and plan how to meet these In order to improve in this area, you may want to get some advice on: ? The main models and methods for managing change effectively ? Effective planning techniques ? Theory and application of the change or performance curve ? Theory and understanding of teams, including an understanding of team-building techniques and how to apply them ? How to assess the risks and benefits associated with strategies and plans ? Stakeholder expectations and how they influence the process 3. Lead change Excellent performance in this area results in being able to: ? communicate your vision of the future, the reasons for the change and the benefits to everyone involved ? make sure the people responsible for planning and implementing change understand their responsibilities ? set and priorities objectives for the change ? identify strategies for achieving the vision and communicate them clearly to everyone involved ? communicate progress to everyone involved and celebrate achievement ? identify and deal with obstacles to change In order to improve in this area, you may want to get some advice on: ? The main models and methods for leading organizational change and their strengths and weaknesses ? Principles and application of risk assessment ? How to use different leadership styles and behaviors for different circumstances
? The political, bureaucratic and resource barriers to change, and the techniques for dealing with these ? How to use different methods of communication in various circumstances ? Stakeholder expectations and how they influence the change process 4. Manage a programme of projects Excellent performance in this area results in being able to: ? make sure everyone involved is clear about how the programme links to strategic targets ? take account of all essential needs and translate strategic targets into practical, efficient and effective actions ? make sure everyone involved understands the critical aspects of the programme and arrangements for dealing with contingencies ? monitor and control the programme so that it achieves the stated objectives on time and within budget ? make recommendations, which identify good practice and areas for improvement ? tell everyone involved about important issues and the results of putting the programme into practice In order to improve in this area, you may want to get some advice on: ? The difference between project and programme management and the role of a programme manager ? Principles, processes, tools and techniques for managing programmes ? The basic principles, methods and techniques of total quality management ? How to manage, motivate, plan, monitor, and assess people ? How to assess and manage risk ? How to manage change within projects and programmes 5. Implement change Excellent performance in this area results in being able to: ? create a vision of where your area is going, together with supportive objectives and operational plans ? communicate regularly, making effective use of a range of different communication methods ? develop a range of leadership styles and apply them to appropriate situations and people ? give people in your area support and advice when they need it especially during periods of setback and change ? encourage people to take a lead in their own areas of expertise and show willingness to follow this lead In order to improve in this area, i may want to get some advice on: ? How to create a compelling vision for an area of responsibility ? A range of different leadership styles and communication methods ? How to get and make use of feedback from people on your leadership performance ? Types of difficulties and challenges that may arise and ways of overcoming them ? The benefits of and how to create and maintain a culture that encourages creativity and innovation
My strengths The skills I scored highest in ? Planning ? Monitoring ? Information Management ? Problem Solving ? Evaluating ? Consulting ? Reviewing ? Thinking Strategically ? Presenting Information 1. Develop a framework for marketing You can develop a framework that describes your business' customers and how your Organization intends to market its products or services 2. Ensure my business has an effective health and safety policy You understand the benefits arising from an effective organizational approach to health And safety e.g. decreasing the risk of injury to employees and improving the reputation of Your business with customers and suppliers 3. Get additional finance for my business You are able to identify the need for additional finance and select from different types of Finance and funding providers to fund your businesses proposed activities 4. Promote technology in my business You are able to make sure that your business gets the technology it needs and uses it In the best way possible 5. Manage a budget You are able to prepare, submit and agree a budget for a set operating period and take Necessary action in response to identified variances in the budget and unforeseen Circumstances
My action plan The following plan includes the actions I have previously selected and links to suggested Resources.
Action 1. Encourage innovation in my Business 2. Plan change
Resources
When Complete within 3 months Complete within 3 months
3. Lead change Complete 4. Manage a programme of projects Complete
within 6 months within 9 months
Sample personal development plan:
Review of personal development plan:
Personal development planning is the process of creating an action plan based on awareness, reflection, goal-setting and planning for personal development within the context of a career, education, or for self-improvement. The PDP (personal development plan), also called an IDP (individual development plan) or PEP (personal enterprise plan), typically includes a statement of one's aspirations, strengths or competencies, education and training, and stages or steps to indicate how the plan is to be realized. Personal development plans may also include a statement of one's career and lifestyle priorities, career positioning, analysis of opportunities and risks, and alternative plans (Plan B), and a curriculum vita In higher education, personal development plans typically include a portfolio containing evidence of the skills gathered over a particular timeframe. It is presumed in education that undertaking PDP will assist in creating self-directed independent learners who are more likely to progress to higher levels of academic attainment. It is also used in human resource management Personal developments plans are often a requirement for employee CVs. Employees who are participating in business training are often asked to complete a personal development plan. Personal Development Planning or PDP helps learners think, not only about the learning that has already taken place, but also planning for the future. PDP is a great way to build on all the opportunities university life has to offer, but it is up to you as an individual to decide what you want to get out of PDP and how to set about doing this. This Advice Sheet will help you to: ? Recognize what is involved in PDP ? Identify opportunities presented to you ? Practice techniques to support PDP through action planning ? Employ a PDP tool, for example the electronic tool, RAPID PDP, therefore, makes you aware of how you are progressing and this awareness brings a number of benefits. For example, it will be easier to identify to tutors areas of concern and it will help you to demonstrate to prospective employers that, through PDP, you have acquired strategies that make you a desirable, well motivated and focused individual. Furthermore, PDP processes can motivate you when your interest starts to wane. The main PDP processes that help learners think about their learning and to plan for the future usually include: Reflection ± pulling different thoughts and ideas together to make sense for a particular purpose Recording ± thoughts, ideas, experiences; you can keep records in written form or use audio, video, etc. Action planning ± setting out a plan means more likely achievement of a goal Executing ± carrying out activities referred to in the action plan Evaluating ± making sense of what you have been doing
However PDP is presented and practiced, the responsibility is on you as an individual to plan your learning, to act on the plans and to generate evidence of what you have achieved.
The following steps provide a useful framework, with reflection needed at every stage: Step1 - Take a Skills Audit This is a useful starting point for PDP because it acts as a µstocktaking¶ exercise to systematically analyze your strengths and weaknesses. You could also do a SWOT analysis ± a common problem solving method which summarizes once you become aware of where you are now, you can think about where you want to be and how you will get there through action planning. Step 2- Write an Action Plan Action Planning helps you to identify and set targets, documenting a thought out strategy. A well written action plan will be clear in its intentions, unambiguous and focused. A useful rule of thumb is to ask you if it is SMART, i.e. Specific: e.g. µI will identify and practice good time management techniques to Reach my project deadline steadily and without panic¶, rather than µI will learn how to manage my time¶ Measurable: e.g. I will set myself a weekly schedule of things to do Achievable: e.g. I know there are workshops and books on time management And I will use these to identify good practice Realistic: e.g. I know I have some free time every Thursday morning and I will use this time to work on my techniques Time-Bound: e.g. I will work towards the project deadline, setting weekly targets You are recommended to set yourself a few clear goals, ranking them by preference, and then set clear sub-goals. These sub-goals will help you to measure your progress en route and help you to consider the various steps ahead so that you won¶t be tempted to set unattainable targets. It is often useful to talk through goal setting with another person, who may help you to think things through and maybe pick up on something you may have missed. Step 3 - Keep a Record Auditing your skills and action planning will themselves generate written documentation. You also need to document which skills you¶ve developed and how you have evaluated this. It is important to keep written records for a number of reasons: helps you to measure your progress provides information to draw upon when applying for jobs offers a source of information to share with your tutor helps you to think about how plans could be improved
References:
Personal Development Plan: A Guide to Accomplishing Your Dreams
By William T. Streeter.page 45
Managing Your Competencies: Personal Development Plan By Roel Grit, Nico van der Sijde..page24,45,67 The GP's guide to personal development plans By Amar Rughani..page 63
MA Schilling« - The Academy of Management Executive (1993- «, 1998 - JSTOR
... vivid in dynamic industries such as electronics, where life cycles of personal computers and ... A company can focus its development efforts on projects that will create long-term ... An ambitious strategic intent should create a gap between a company's existing resources and TN Garavan - International Journal of Manpower, 1993 - emeraldinsight.com ... focused approach). Burgoyne[7], writing in the context of management development, proposes a six-level model, level six of which constitutes a strategic development of the management of corporate policy. Burgoyne notes JJ Chrisman, JH Chua« - « Theory and Practice, 2005 - Wiley Online Library ... Trends and Directions in the Development of a Strategic Management Theory of the Family Firm. ... Additional Information. How to Cite. Chrisman, JJ, Chua, JH and Sharma, P. (2005), Trends and Directions in the Development of a Strategic Management
http://www.lboro.ac.uk/library/skills/Advice/PDP.pdf
doc_279193260.docx