Running Head: DEVELOPMENT PLAN
Personal Management Development Plan
Thomas A. Frasier
Siena Heights University
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PERSONAL MANAGEMENT DEVELOPMENT PLAN
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Personal Management Development Plan
“It is both the employees’ and their supervisor’s best interest if employees are performing
at their best. Such development is critical to an effective organization” (Blanchard & Thacker p.
425). To have an idea of where you’re going, you must first know where you’ve been. To know
where you’ve been you have hopefully set yourself up to succeed. “Developing an understanding
of one’s vocational identity is not unproblematic. As vocations are based on personally
significant events, beliefs, skills and values, the scripts which inform understandings of
vocational identity are highly subjective” (Cullen p. 934).
I have been in the field I am currently since 1979. I graduated from a now closed
engineering trade school called Detroit Engineering Institute (Frasier 2014). I chose this path
because I enjoyed drawing with a lead pencil any and all mechanical and architecture drawings. I
graduated from school on a Friday and starting working the next Monday. That was the
beginning of my career as a mechanical engineer which lead to where I am today at Ford Motor
Company.
That was then, this is now. My current supervisor hired me because of my experience and
because I have a Bachelor’s Degree in Engineering from none other than Siena Heights
University. Due to the length of time I have been in the cutting tool industry he knew that I could
fit into the Ford Motor Company family and succeed. I was only at Ford for two months and my
supervisor wanted me to complete my objectives even though they weren’t required. He wanted
me to have a plan that we both could ensure what career path at Ford I could and would take.
The Plan
In Picture 1 “B” that is where we launch into our Career Navigator Ford Motor Company
is very supportive on employee development. See Picture 1. This is a copy of our HR
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Department access. Taking a look at “A” please note the heading, “Building a Skilled and
Motivated Team”. This is something that I believe Ford is really interested in achieving. I have
been with Ford for only three years and that is one of the things that attracted me to this
company. The timeline that is in this picture is an accurate guideline and is very critical as we are
constantly reminded of when something is due in our development. I have bi-weekly one on one
meetings with my supervisor and we discuss our objectives in every one of them. The “Objective
Setting” is due in January but we actually prepare it in December the previous year so we can be
up and running in the next year. Our objectives start at corporate management and are funneled
down to each and every employee. The personal objectives are something that you arrive with
your direct supervisor. Also note that my education at Siena Heights is part of my development
as well. In Picture 6 the highlighted area in red and highlighted in yellow shows how training is
a big part of our personal development as described in my objectives. In Picture 3 this is a list of
all the training programs I have taken since I have been at Ford. The area that is circled in red is
an area that I am actually considered an “expert” and that is a class I completed some training to
my peers. In the darker grey areas are three classes that I have been trained in to help me make
the move to a supervisor position. The other part of my Engineering Training is the Ford
Technical Education Program (FTEP) area as show in Picture 2. These are technical
requirements for my current and other positions. The picture only shows a first page snap shot of
the classes offered/required. If I were to choose to move into another area like Processing, I
could take several of these web-based training classes to prove that I am capable of doing what is
required of that position. Of course on my objectives in Picture 6 we list that an FTEP is required
every year. There are a total of fifteen of them. If I have the time I can complete as many of these
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as possible. Also, if I want to move into supervision that even requires that I have complete at
least five of these FTEPs.
My Ford career interests are to advance into supervision. Employees are different grade
levels starting at level One through Eight. Once we get into supervision we become an LL6 and
down to LL5 and so on. The LL level stands for Leadership Level. I was hired and am currently
at a level Eight as a General Salary person. The higher the level the higher the expectations. My
next move is into supervision and that’s the plan my supervisor and I have created the path for
my development. I also have the possibility of moving into an engineering specialist postion.
This is a position that would be a grade level LL6 and it would signify that I am an expert in the
position that I was in, probably as a Tooling Specialist.
Development
In Picture 4 is what Ford calls our Leadership Development Plan. This is a snapshot of
our achievements at Ford as well as previous employment if needed if it will help to be a part of
our development. This is somewhat of an internal resume’. This is something that is attached to
our request for a position in our job posting section within the Ford system. In Picture 5 I have
set up my career interests at Ford. I have already started my Green Belt training and I am already
working on a new Program in Transmission as the lead engineer. I am well on my way to being
prepared for a move into supervision. This is the plan. My supervisor has informed me that I
probably won’t see that Transmission program to completion as I will probably be moving up
into another position. Whether or not I move up in the company I will be happy that I am
working at what I consider the best company in the world.
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As part of my ePortfolio at Siena Heights University I have a website
http://tomfrasier.weebly.com/ (Frasier 2014). This website has my career and the previous
positions I have held at other companies on the Resume’ tab. The last tab under Miscellaneous
includes some personal information and video links that show a few of the important events in
my life.
At this late stage of my career I have finally landed in a company that is the best in the
world and a company that really cares about its people and their development. When I am sitting
on my couch on Sunday nights I actually get excited about working on Monday, really.
PERSONAL MANAGEMENT DEVELOPMENT PLAN
Picture 1
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Picture 2
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Title
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Date Marked Complete Duration(HH:MM) Course #
Processing Fundamentals - Machining
P/T New Program Launch Overview
Cost Study 101
Principles of Bill of Process/Bill of Design
Program Financial Systems
Procurement Process and Advanced CPARS
AutoCAD
Transmission Teardown
Automated Issues Management System (AIMS)
SharePoint 2010
Procurement Process Training
Digital Innovation - Teamcenter Viewer
Teamcenter Manufacturing
MAXIMO Work Request/VTS Module
Drawing Management System (DMS)
WILL Series - AutoCAD 2012 Essentials Series (Class 3 of 6)
WILL Series - AutoCAD 2012 Advanced (Class 2 of 5)
WILL Series - AutoCAD 2012 Essentials Series (Class 4 of 6)
WILL Series - AutoCAD 2012 3D Modeling (Class 1 of 4)
WILL Series - AutoCAD 2012 3D Modeling (Class 2 of 4)
WILL Series - AutoCAD 2012 Advanced (Class 3 of 5)
WILL Series - AutoCAD 2012 Essentials Series (Class 3 of 6)
WILL Series - AutoCAD 2012 Essentials Series (Class 2 of 6)
WILL Series - AutoCAD 2012 Advanced (Class 1 of 5)
WILL Series - AutoCAD 2012 Intermediate (Class 4 of 4)
MIDAS - Machine ID Acceptance System
Global 8D - FTEP Qualified
WILL Series - AutoCAD 2012 Essentials Series (Class 1 of 6)
WILL Series - AutoCAD 2012 Intermediate (Class 2 of 4)
WILL Series - AutoCAD 2012 Intermediate (Class 3 of 4)
CPARS-Procurement Process (Intro/Refresher)
Integrator Discipline
PAR Payment Approval Process
2012 Code of Conduct
Ford Production System Overview for PTME
PWTR- Standard Quote Form & MFG Cost Optimization
Gauge Capability Studies [using Q-DAS Version 10]
CMM Specs and their Impact on Proces Capability
Quality Health Charts and interface with E2KS
Leadership Development Institute Module 1 - Development
Protecting Information Assets
Leadership Development Institute Module 2 - Working Together
Globally Harmonized System (GHS)
AutoCAD: Ford CAD Standards and Specifications
GPDS - Basic to Integrator (or Basic to Beyond)
AutoCAD: Techniques to Improve Your Daily Life
Drawing Management System (DMS)
AIMS
Globally Harmonized System (GHS)
ECPL - Hands On (Refresher)
Leadership Development Institute Module 3 - Delivering Results
Environmental Requirements for New Programs
Engine Familiarization
9/12/2011
9/13/2011
9/14/2011
9/15/2011
9/15/2011
9/15/2011
9/16/2011
9/20/2011
10/11/2011
11/4/2011
3/6/2012
3/7/2012
3/28/2012
4/10/2012
5/17/2012
6/5/2012
6/15/2012
6/15/2012
6/19/2012
6/19/2012
6/19/2012
6/19/2012
6/20/2012
6/26/2012
6/26/2012
6/26/2012
6/27/2012
7/13/2012
8/29/2012
8/29/2012
10/29/2012
10/29/2012
10/31/2012
12/10/2012
1/24/2013
3/26/2013
5/14/2013
5/15/2013
5/17/2013
6/6/2013
8/12/2013
8/29/2013
9/5/2013
9/10/2013
9/10/2013
9/10/2013
9/11/2013
9/12/2013
9/16/2013
9/17/2013
11/14/2013
5/9/2014
6/25/2014
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PERSONAL MANAGEMENT DEVELOPMENT PLAN
Picture 4
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Picture 5
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Picture 6
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References
Blanchard, P., & Thacker, J. (2010). Effective Training Systems, Strategies, and Practices. Upper
Saddle River, NJ: Prentice Hall
Cullen, J. G. (2013). Vocational ideation and management career development. Journal of
Management Development, 32(9), 932-944.
Frasier, T.A. (2014). ePortfolio. Siena Heights University Organizational Leadership Program
requirement. http://tomfrasier.weebly.com/