Individual Development Plan

INDIVIDUAL DEVELOPMENT PLAN

A quick and simple“how to” guide for Supervisors, managers and employees

What Is It? An employee/supervisor collaboratively

developed document initiated and prepared by the employee’s supervisor

A written plan for developing knowledge, skills, and competency an employee needs or desires

A way to organize and set priorities for learning and development experiences that will help an employee:   Improve their job performance Manage their career development Prepare for another job or position Prepare for increased responsibility

IDPs Helps to…. Identify skill/knowledge requirements

of the job Help to improve your staff’s

performance Reinforce short and long-term goals Place emphasis on career objectives Identify necessary resources Aid in the budget process

When and HowWhen… IDPs should be prepared for new

employees and those who are transferred, promoted, or otherwise experience significant job change

IDPs should be updated annually, concurrent with the annual performance appraisal process

How… Employee and supervisor collaboratively

identify training and certification requirements and needs applicable to the employee’s current job; where the Program is going; and the direction the employee wants to develop

Supervisor’s Role Understanding the IDP process and its purpose

Identifying their strengths and weaknesses in

performing their current work assignments

Finding possibilities for career progression in

their current jobs and work organization

Obtaining access to learning resources

Identifying learning opportunities such as coaching, mentoring, ………….

Ensuring completed training is recorded in the employee’s Official Personnel File (OPF)

Employee’s RoleSupervisors should expect employees to: Set goals and objectives that will benefit the organization as well as enhance his or her career

Evaluate his or her own progress and informed

Ensuring training and certifications are entered in Official Personnel File (OPF)

PERFORMANCE APPRAISAL METHODS

PERFORMANCE APPRAISAL Performance appraisal is the process of - obtaining, - analyzing and - recording information about the relative worth of an employee. The focus of the performance appraisal is

measuring and improving the actual performance of the employee and also the future potential of the employee.

Its aim is to measure what an employee does.

OBJECTIVES OF PERFORMANCE APPRAISAL: To review the performance of the

employees over a given period of time. To judge the gap between the actual and

the desired performance. To help the management in exercising

organizational control. Helps to strengthen the relationship and

communication between superior – subordinates and management – employees.

To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.

To provide feedback to the employees regarding their past performance.

Provide information to assist in the other personal decisions in the organization.

Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.

To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.

To reduce the grievances of the employees.

CHARACTERISTICS It is a step by step process It examine the employee

strengths and weaknesses Ongoing and continuous process Secure information for making

correct decisions on employees

STEPS IN PERFORMANCE APPRAISAL

Establishing job standards

Designing an appraisal programme

Appraise performance

Performance interview

Use appraisal dataFor appropriate purpose

APPRAISAL BENEFITS

Appraisals offer employees: Direction Feedback Input Motivation

APPRAISAL BENEFITS

Appraisals offer the company: Documentation Employee Development Feedback Motivation system

METHODS OF PERFORMANCE APPRAISAL

TRADITIONAL METHODS OF PERFORMANCE APPRAISAL

ESSAY APPRAISAL METHOD

This traditional form of appraisal, also known as "Free Form method" involves a description of the performance of an employee by his superior.

The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information.

A major drawback of the method is the inseparability of the bias of the evaluator.

It is also a time consuming process.

STRAIGHT RANKING METHOD This is one of the oldest and simplest

techniques of performance appraisal. In this method, the appraiser ranks the

employees from the best to the poorest on the basis of their overall performance.

It is quite useful for a comparative evaluation.

PAIRED COMPARISON METHOD• The supervisor compares each employee

with every other employee in the group and rates each as either superior or weaker of the pair.

‘+’ means “better than”, ‘-’ means “worse than”.

For each chart add up the number of positives in each column to get the highest ranked employee.

PAIRED COMPARISON METHODFOR THE TRAIT “QUALITY OF WORK”

Employee Rated

As Compared to:

A B C D E

A + + - -

B - - - -

C - + + -

D + + - +

E + + + -

FOR THE TRAIT “CREATIVITY”

Employee RatedAs Compared to:

A B C D E

A - - - -

B + - + +

C + + - +

D + - + -

E + - - +

CRITICAL INCIDENT METHOD Keeping a record of uncommonly

good or undesirable examples of an employee’s work-related behavior.

It is reviewed with the employee at predetermined times.

CRITICAL INCIDENT METHODEx: A fire, sudden breakdown, accident

Workers reaction scale

A Informed the supervisor immediately 5B Become anxious on loss of output 4C Tried to repair the machine 3D Complained for poor maintenance 2

EXAMPLES OF CRITICAL INCIDENTS FOR ASSISTANT PLANT MANAGER

CONTINUING DUTIES

TARGETS CRITICAL INCIDENTS

Schedule production for

plant

90% utilization of personnel and

machinery in plant; orders delivered on

time

Instituted new production

scheduling system; decreased late

orders by 10% last month; increased

machine utilization in plant by 20% last

month

Supervise procurement of raw

materials and inventory control

Minimize inventory costs while keeping adequate supplies

on hand

Let inventory storage costs rise 15% last month;

overordered parts “A” and “B” by 20%; unordered part “C” by 30%

Supervise machinery

maintenance

No shutdowns due to faulty machinery

Instituted new preventative maintenance

system for plant: prevented a

machine breakdown by

discovering faulty part

FIELD REVIEW METHOD In this method, a senior

member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates.

A major drawback of this method is that it is a very time consuming method.

But this method helps to reduce the superiors’ personal bias.

FIELD REVIEW METHOD

Performance subordinate peers superior customer

Dimension

Leadership ^ ^

Communication ^ ^

Interpersonal skills ^ ^

Decision making ^ ^ ^

Technical skills ^ ^ ^

Motivation ^ ^ ^

CHECKLIST METHOD The rater is given a checklist of the

descriptions of the behaviour of the employees on job.

The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.

Raters are asked to record (a) whether or not each behavior has been performed by the ratee or (b) the degree to which each item describes the person being evaluated.

CHECKLIST METHOD• Simple checklist method• Weighted checklist method

Simple checklist method:Is employee regular Y/NIs employee respected by subordinate Y/NIs employee helpful Y/NDoes he follow instruction Y/NDoes he keep the equipment in order

Y/N

WEIGHTED CHECKLIST METHOD

weights performance rating(scale 1 to 5 )

Regularity 0.5Loyalty 1.5Willing to help 1.5Quality of work1.5Relationship 2.0

GRAPHIC RATING SCALE It require an evaluator to indicate on a scale

the degree to which an employee demonstrates a particular trait, behavior, or performance result.

Rating forms are composed of a number of scales, each relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality of work.

Each scale range from high to low, from good to poor, from most to least effective, and so forth.

Scales typically have from five to seven points.

Possible rating errors include halo effect, central tendency, severity, and leniency.

GRAPHIC RATING SCALE• Continuous Rating

Scale• Discontinuous Rating

ScaleEmployee name_________ Deptt_______Rater’s name ___________ Date________------------------------------------------------------------------------

Exc. Good Acceptable Fair Poor 5 4 3 2 1 _

DependabilityInitiativeOverall outputAttendanceAttitudeCooperationTotal score Continuous Rating Scale

Discontinuous Rating Scale

Attitude

NoInterest

Indifferent

Interested

Enthusiastic

Veryenthusiastic

Acceptable rating scales should have the following characteristics:

Performance dimensions should be clearly defined.

Scales should be behaviorally based so that a rater is able to support all ratings with objective, observable evidence.

Points on each scaled dimension should be brief, unambiguous, and relevant to the dimension being rated. For example, in rating a person's flow of words, it is preferable to use anchors such as "fluent," "easy," "unimpeded," "hesitant," and "labored," rather than "excellent," "very good," "average," "below average," and "poor."

Carefully constructed graphic rating scales have a number of advantages:

Standardization of content permitting comparison of employees.

Ease of development use and relatively low development and usage cost.

Reasonably high rater and ratee acceptance.

FORCED CHOICE METHOD Rater asked to select statement which is

most or least descriptive of the employee. It is similar to grading on a curve. Predetermined percentages of ratees are

placed in various performance categories. In a group of 20 employees, two would

have to be placed in the low category, four in the below-average category, eight in the average, four above average, and two would be placed in the highest category.

The proportions of forced distribution can vary.

Even if all employees in a unit are doing a good job, the forced distribution approach dictates that a certain number be placed at the bottom of a graded continuum.

FORCED CHOICE METHOD

Criteria Rating

1.Regularity on the job Most Least• Always regular• Inform in advance for delay• Never regular• Remain absent• Neither regular nor irregular

FORCED DISTRIBUTION CURVE

10% 20% 40% 20% 10%

Poor Belowaverage

Average Good Excellent

No. of employees

MODERN METHODS OF PERFORMANCE APPRAISAL

MANAGEMENT BY OBJECTIVES The term "management by objectives"

was first popularized by Peter Drucker in his 1954 book 'The Practice of Management‘.

Management by objectives (MBO) involves setting specific measurable goals with each employee and then periodically discussing his/her progress toward these goals.

The essence of MBO is participative goal setting, choosing course of actions and decision making.

The term MBO almost always refers to a comprehensive organization-wide goal setting and appraisal program.

MBO CONSIST S OF SIX MAIN STEPS

Set the organizations goals Set departmental goals Discuss departmental goals Define expected results Performance review and measure

the results Provide feedback

360-DEGREE FEEDBACK

360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job.

360-DEGREE FEEDBACK

360 degree performance appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly).

It helps to keep a track of the changes others’ perceptions about the employees.

A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles.

THE CONCEPT

For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the team’s or agency’s results.

THE PROCESS

APPLICATION OF 360 DEGREE FEEDBACK

PERSONAL DEVELOPMENT OF EMPLOYEES

- Improving perception of the individual about oneself by understanding how others perceive him/her.

- Helping an individual manage one’s performance better

- Facilitating learning process for the employees.

TEAM DEVELOPMENT- Increase in inter-personal

communication among team members

- Improved customer service as customer feedback is included in the 360 degree feedback.

HUMAN RESOURCE MANAGEMENT- Personnel selection and employee

coaching- General personnel decisions-promotions,

pay increases, probationary status or termination

- Training and Development-employee training, management development, and organizational development

- Planning for development centres, identification of development needs like the potential for leadership, development and honing of competencies, career planning and development

SETTING UP A 360 DEGREE FEEDBACK PROCESS PARTICIPANT: A person who is evaluated

by others through the 360 degree feedback process

EVALUATOR: A person who evaluates another person by filling out a 360 degree survey on them

SUPERVISOR: An employee’s boss PEER: Someone whom an employee

works with and who does not report to him/her.

DIRECT REPORTS: Someone who reports to another person (generally his/her boss)

360 DEGREE FEEDBACK COACH: The trained internal or external person whom one will meet to discuss one’s 360 degree feedback

ADVANTAGES

To the individual: Helps individuals to understand

how others perceive them.  Uncover blind spots  Quantifiable data on soft skills

To the team: Increases communication Higher levels of trustBetter team environmentSupports teamworkIncreased team effectiveness

To the organization: Reinforced corporate culture by linking

survey items to organizational leadership competencies and company values

Better career development for employees  Promote from within  Improves customer service by involving

themConduct relevant training

ASSESSMENT CENTER It is an approach to selection

whereby a number of tests and exercises are administered to a person or a group of people across a number of hours (usually within a single day).

Assessment centers are particularly useful where:

Required skills are complex and cannot easily be assessed with interview or simple tests.

Required skills include significant interpersonal elements (e.g. management roles).

Multiple candidates are available and it is acceptable for them to interact with one another.

The characteristics assessed in assessment centre include planning and organizing abilities, communication skills, problem solving and decision making, self-confidence, interpersonal skills, resistance to stress, creativity etc.

There are: Individual exercises One-to-one exercises Group exercises Self-assessment exercises

DEVELOPING ASSESSMENT CENTERS

Identify criteria Develop exercises Select assessors Develop tools for assessors Prepare assessors and others Run the assessment center Follow-up

EXAMPLE ASSESSMENT CENTRE Investment bank will be as follows: Day one 5pm: Arrive at Hotel / Registration 6.30pm: Drinks reception with company

representatives 7.30pm: Dinner with company

representatives 9.00pm: Company presentation

Day two 8.00am: Breakfast 9.00am: Aptitude tests (numerical and verbal) 10.00am: Personality questionnaires 10.30am: Group exercise one + group

exercise two 12.30pm: Lunch 1.30pm: Group exercise three + business

exercise 2.30pm: Individual presentations 3.30pm: Panel Interview 4.30pm: Refreshments 5.00pm: Evaluation / depart

BEHAVIORALLY ANCHORED RATING SCALES (BARS)

Behaviorally anchored rating scales (BARS) are rating scales whose scale points are defined by statements of effective and ineffective behaviors.

The scales represent a continuum of descriptive statements of behaviors ranging from least to most effective.

An evaluator must indicate which behavior on each scale best describes an employee's performance.

BARS differ from other rating scales in that scale points are specifically defined behaviors.

Also, BARS are constructed by the evaluators who will use them.

There are four steps in the BARS construction process:

Step 1. Listing of all the important dimensions of performance for a job or jobs

Step 2. Collection of critical incidents of effective and ineffective behavior

Step 3. Classification of effective and ineffective behaviors to appropriate performance dimensions

Step 4. Assignment of numerical values to each behavior within each dimension

HUMAN RESOURCE ACCOUNTING METHOD Human resources are valuable assets for

every organization. Human resource accounting method tries

to find the relative worth of these assets in the terms of money.

In this method the performance appraisal of the employees is judged in terms of cost and contribution of the employees.

The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms).

The difference between the cost and the contribution will be the performance of the employees.

Ideally, the contribution of the employees should be greater than the cost incurred on them.

TOOL ADVANTAGES DISADVANTAGES

Graphic rating scale Simple to use; provides a

quantitative rating for each employee

Standards may be unclear; halo effect, central tendency, leniency, bias can also be problems

BARS Provides behavioral “anchors”. BARS is

very accurate

Difficult to develop

Alternation ranking Simple to use (but not as simple as graphic rating scales). Avoids central tendency and

other problems of rating scales

Can cause disagreements

among employees and may be unfair if all employees are, in

fact, excellent

Forced distribution method

End up with a predetermined number or % of

people in each group

Employees’ appraisal results depend on

your choice of cutoff points

Critical incident method

Helps specify what is ‘right’ and what is ‘wrong’ about the

employees’ performance; forces

supervisor to evaluate subordinates on an ongoing basis

Difficult to rate or rank employees relative to one

another

MBO Tied to jointly agreed-upon performance

objectives

Time consuming