Performance Development Planning (PDP)
Agenda – Staff session
1. Overview (15 min)
o What is it, why do it
o What’s different
2. Career Planning and Development (45 min)
3. Preparing for the annual Performance Review (20 min)
o Performance Process and Form(s)
Overview
We are the creative force of our life, and
through our own decisions rather than our
conditions, if we carefully learn to do
certain things, we can accomplish those
goals.
Stephen Covey
What is it?
Performance Planning
Dialogue between manager
and staff to set clear, specific
performance expectations at
the beginning of cycle
Performance Review
Two way discussion and
written document focusing on
staff performance, areas of
excellence, goals for
improvement and development
needs
Performance Criteria
Information which provides
the foundation for
performance – job description,
organizational goals,
competencies, standards
Feedback
Ways in which feedback can
be collected which may
include peers, clients or 1:1
between Manager and staff
Ongoing Coaching
Two way discussion which
focuses on recognizing
excellence and areas for
improvement and learning as
well as barriers to
performance
Overview – Why do it?
To create and foster an ongoing, two-way communication
process which:
•
clarifies expectations and how you contribute to the
overall success of the organization
•
helps you reach your personal and professional goals
through skill development
•
integrates consistent ongoing feedback and coaching
practices designed to support your development targets
What is different
Shared vision, governance and framework
Builds a system that builds performance to meet
organization needs
Keeps a forward focus on the shifts in skills that are
needed for employees to succeed
Links to other systems (training and development,
communities of practice)
Identifies desired culture, behaviours and style
Partnership between Management and Staff
• Understanding how you contribute to
the organization’s goals
• Agreement on the targets which focus
on performance and behaviour
• Agree on what the Manager will
do to help remove barriers and allow
you to excel
• Agree on when you will meet throughout the year for coaching
conversations
Performance Planning & Feedback
Knowing yourself is the beginning of all wisdom
Aristotle
Performance Planning Components
1.
Expectations & goal setting
o
What is required in order to be successful in your
job - understanding performance expectations and
contributions for the future period
o
What are we trying to achieve and how you can
contribute - understanding the department and
organization goals
2.
Leverage and build new capabilities
o
utilizing your existing strengths and capabilities to
achieve the goals
o
What new skills, knowledge and competencies will
you need to develop to be successful
Performance Planning – setting expectations
Specific
What is the desired outcome?
Measurable
How will you and your staff member know if
the desired outcome has been achieved?
Attainable
Have you and your staff member discussed
and reached consensus on the outcome?
Relevant
Are the assignments relevant for the
position? Are they aligned with department
or organizational goals?
Timely
When will the result be achieved?
Think about...
Consider the six specific competencies related to your job:
What are some of the daily tasks or activities where these
are performed? What does ‘good’ performance look
like? Ensure you are clear.
What are some projects or assignments you may need to
complete? What is the desired outcome? How will it be
measured?
What “observable behaviours are important as you complete
the task or project?”
Creating Development Plans
1.
2.
Develop or improve skills, knowledge or
competencies in their current role
Acquire new skills, knowledge or competencies in
current role relating to:
o a new assignment,
o change to role responsibilities,
o introduction of new process or technology
3. Obtain new skills, knowledge or competencies in
preparation for career development in a new role
Creating a development plan
UBC’s
Objectives
Department
Unit Goals
Your current
Skills
Your
Development
(in current role)
Your
Aspirations
Development
Plan
David Lampron’s career path
Dave credits his communication skills, selfawareness, and humility – “I didn’t know
everything, in fact I pretty well knew nothing,
but I was very eager to learn” – for contributing
to his successful career development.
“UBC did many things to support my career
development: provided me with challenging
work assignments, mentors to guide me,
financial and motivational support to complete
an MBA degree, and career progression
opportunities”.
Your Manager’s role
FIRST AND FOREMOST - to ensure you have the expertise and
training required to excel in your current position
WHERE POSSIBLE - support your career aspirations within IT by:
• Helping you to ensure your aspirations are achievable in the
organization (in alignment with strategy, business needs and
technology roadmaps)
• Facilitating introductions
• suggesting appropriate development opportunities (timing,
resourcing, learning methods)
Your role
To take ownership and initiative for your development within
your current position and for your future career aspirations
• for your current role – embracing change, welcoming
feedback and extending yourself
• for a new role - creating and owning a development plan
for yourself
Steps to your development plan
1. Assess where you are (self assessment)
2. Determine where you want to be (career framework or
other)
3. Develop steps on how to get there (development activities
– self learning, courses, mentoring)
Step one – self assess
Identify:
o Your strengths – what are you good at?
o Your interests – what motivates and inspires you?
o Your preferences – what are the places, people and things that
you value - time, location, type of work, style, earnings, flexibility
oYour personality type or working style – introvert vs extrovert,
thinking vs feeling etc
oWhere you can add value to the organization – what does the
organization need to be successful and how can you contribute
Self Assess.....
Self assessment tools:
Strengths Finder
Myers Briggs
EQ-i – Emotional Intelligence
Seek feedback from your:
o manager
o peers and coworkers
o clients
o where you volunteer
Feedback
Actively participating in 1:1’s with your manager and seeking
feedback
Take advantage of coaching opportunities
Put aside ego – we all have
opportunities to grow, learn
something new, and gain new
perspectives
Feedback & staff development
 Acknowledge the strengths
 Focuses on the actions required to move forward
 Identifies plans to overcome obstacles
 Helps you to achieve your goals
 Fosters a productive working relationship.
 helps reinforce positive work skills and habits
Ex
H
G
F
E2
E
D
C
B
A
Systems
Administration
Systems Analysis
Support Analyst
QA Analysis
Project
Management
Network Analysis
Leadership and
Management
Enterprise
Architecture
Database
Client Svs
Business Analysis
AV Services
Applications
Development
Step Two - where do you want to be?
Step Three – Create a development plan
On the career framework website
Celebrate Success
 Two development plan
template alternatives and
Monitor Progress
Implement Plan
Plan Development Activities
instructions
Tips for staff
Competency Resource guide
for development competencies
Assess Development Needs
Steps
1. Perform self-assessment
2. Identify development opportunities
3. Initiative some self-development activities
o Take on some new tasks
o Do some self learning – reading, courses
4. Discuss with your manager. See what your
Manager can do to support your development.
5. Discuss best learning methods, agree on
outcome and timeline
6. Track progress and celebrate success!
Performance Review
“I’d like time to share my ideas and
opinions and have a hand in the
performance review”
“ by the time the performance review
comes, all the good work I’ve done isn’t
remembered”
“ while money is important, I’d like to
know that what I do is valued,
important and contributing to
something bigger”
Preparation for the discussion
Reflect on the past year. Summarize your progress over the
past year, the goals you’ve met, areas of excellence and
areas for improvement. Include examples.
Prepare a development plan which includes

opportunities to excel within your current position
and add value to the organization

Career aspirations you may have
What will be covered in the meeting
1. your self assessment on last year’s performance and goals.
Discussion which includes your manager’s observation and
assessment.
2. your aligned job description and job title. Overview of
competency proficiency
3. your department’s goals and discussion/agreement on your
individual goals. Your manager will identify how your
individual goals contribute to the overall dept/unit goals.
4. your development plan
5. agreement on meeting throughout the year for 1:1’s
Desired Outcomes
1.
Identified how your performance compared to the
expectations that were established.
2.
Provided feedback on how your performance is helping the
group achieve its goals.
3.
Motivated you to continue doing what you do well, building
on your strengths and improving your performance where
needed.
4.
Identified barriers to performance and how to address them.
5.
Agreed on your development opportunities and activities.
6.
Completed the annual assessment that is required.
Resources
Creating and Using a Development Plan
Personal Career Development Plan templates
http://careerframework.ubc.ca\it
Coaching http://www.hr.ubc.ca/coaching/coaching-resources
UBC learning and development programs
http://www.hr.ubc.ca/learning-development3/