individual career development plan model

8/18/2019 Individual Career Development Plan Model

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Individual DevelopmentPlan For

OrganizationalEnhancement, Career

Ladders, andCareer Development

Division of PersonnelDepartment of Administrative Services

State of e! "ampshire#$$%


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Table of Contents

Page Description

3 Individual Development Planning Tracks


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#he $tate of %e! &ampshire government-!ide obective of training isto develop employees through progressive and e'cient training

programs to improve public service, increase e'ciency and economy,build and retain a !or"force of s"illed and e'cient employees and usebest practices to provide performance e(cellence.

#he $tate of %e! &ampshire believes that training and developmentare integral components of !or" performance, and are inherently tiedto agency mission, goals, strategic planning, !or"force planning andthe provision of services to the public. #he $tate values the dignity

and potential of its employees and believes that developing employeepotential, through coaching, education and training, mobilityopportunities, and on-the-ob training is critical to organizationale)ectiveness. It is the responsibility of the supervisor and theemployee, !or"ing in partnership, to determine the !or" goals andtraining needs for each employee. #he purposes for training anddevelopment are*

+. #o provide agencies !ith a productive and s"illful !or"forcecapable of meeting the current and future responsibilities ofstate government

. #o promote constructive !or"-place relationships in a healthyand diverse !or"force and

. #o assist employees in achieving career and individualdevelopment goals.

#raining needs to be an integral and critical part of the overall humanresource management function. $tate government employees need tobe trained in any eld that !ill*

+ &elp achieve the agency’s mission and goals


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9. $ee"ing to improve management:supervisory s"ills in employeedevelopment.

Employees have responsibility for+. 2or"ing in partnership !ith supervisors and managers to meet

the agency, !or" unit, and their o!n training and developmentneeds and

. 5ctively searching for training opportunities !ithin state serviceand else!here.

The Division of Personnel, Department of AdministrativeServices has responsibility for providing leadership and facilitatingpartnerships in human resource development for state employees,including but not limited to*

+. 5dvocating for and providing continuous education about trainingand development issues throughout the e(ecutive branch, inpartnership !ith agencies and collective bargaining units

. 5ssisting agencies in formulating lin"s bet!een agency goals,performance management and employee development andproviding training for supervisors and managers on developingemployees

. 4ontinuously assessing state-!ide training and developmentneeds, and nding !ays to meet those needs by providingopportunities for training on topics of state-!ide impact and

9. 8eveloping !ays to share resources 0trainers, materials,

technology, facilities1 and information on training plans, policiesand procedures bet!een and amongst public agencies toincrease access, reduce costs and enhance 6uality.


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goals, and obectives of the agency. $upervisors develop a betterunderstanding of their employees’ professional goals, strengths, and

development needs—!hich can result in more realistic sta) anddevelopment planning. Employees ta"e personal responsibility andaccountability for their development, ac6uiring or enhancing the s"illsthey need to stay current in re6uired s"ills.

3oles$upervisors and employees !or" together to complete the employee’sdevelopment plan.

Emplo-ees should*• 2or" !ith their supervisor to assess their level of competence

vis-


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upper managers, other agency personnel !ho interact !ith theemployee, and, !here appropriate, e(ternal sta"eholders

0employees of other state and federal agencies, vendors, clients,legislators, etc.1.

• $upervisor revie!s agency mission and goals and determines!hich pieces of the employee’s ob are critical to meeting themission and goals. $upervisor should also revie! the !or" unitgoals and obectives and determine !hich parts of theemployee’s ob are critical to goal and obective success.

$tep * Employee:$upervisor @eeting ? 8iscuss employee strengths,areas for improvement, interests, goals, and organizationalre6uirements.$tep * Prepare Individual 8evelopment Plan ? Employee, inconsultation !ith supervisor, completes plan for individualdevelopment.$tep 9* $upervisor see"s approval of upper management 0if re6uiredby 2or"force 8evelopment 4ommittee:Plan and:or organizational

policies and procedures1.$tep A* Implement Plan ? Employee pursues training and developmentidentied in plan.$tep B* Evaluate Cutcomes ? $upervisor:employee evaluateusefulness of training and development e(periences.

5e- Elements Of An Individual Development Plan

Developing and implementing Individual Development Plans isconsidered a good management practice and some agencies havedeveloped their o!n I8P planning process and forms. 2hile there is noone Dcorrect form for recording an employee’s development plan an


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employee !ill pursue !ith estimated and actual completiondates and costs and

9. Evaluation of outcomes.• $ignatures ? including supervisory, employee, and !here

appropriate, upper management signatures and date• Implement I8P and

• Evaluate $uccess.

&rac' (#* Career Ladders through State SponsoredAgenc- Speci0c &raining and Centrall- SponsoredCerti0cate Programs

4urrent research emphasizes the importance of continual "no!ledgeand s"ill enhancement in the !or" environment in order to becompetitive in today’s !orld-!ide mar"et. 3esearch also recommendsorganizations provide continual knowledge and skillenhancement opportunities in order to eectively recruit andretain employees 4ontinual "no!ledge and s"ill enhancement isparticularly important to recent high school and college graduates.

5chievement of a state agency’s mission is related to the "no!ledge,s"ills and abilities 07$5’s1 of its !or"force. Cne of several toolsavailable to state government, for the purposes of 7$5 enhancement,

is a career ladder program that focuses on specic "no!ledge and s"illareas employees need to meet the state agency mission and goals.4areer ladder programs can also assist state agency directors in"eeping critical positions lled by training a cadre of employees in the


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5e-s to a Successful Career Ladder IDP #here are several steps that you must ta"e to participate in a viable

career ladder program through state sponsored programs. Planning iscrucial and !ithout it you may not succeed. #he follo!ing steps areessential to success. Each of these steps is important and one !ithoutthe other often leads to failure and confusion. Each step builds uponthe other. /ollo!ing the process step-by-step !ill help you to besuccessful.

+. I8P $elf 5ssessment

. Gocating career ladder programs !ithin state government. $etting realistic goals for the Individual 8evelopment Plan9. 4ompleting your application

)2 IDP Self6Assessment for Career Ladder Program OrientedEmplo-ees$tate employees are uni6ue in many !ays. #hey !or" for the largest

single employer in the state, have employment opportunitiesthroughout the state, and have numerous classications andsupplemental ob descriptions to help them focus on the specic careerladder they see". 5lthough there are many career assessment tools toevaluate the employee’s li"es, disli"es and interests, there is no tooltailored specically to %e! &ampshire $tate Hovernment employment.&o!ever, assessment is a critical rst step in selecting a career ladderprogram. #he self-assessment process as"s you to complete several

forms 0see attached self6assessment forms1 that !ill help youselect a career ladder program and prepare for a discussion !ith yoursupervisor and, !here appropriate, your mentor.


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program is $ased on selection criteria that, at the very least,take into consideration the mission, goals and o$(ectives of

the employee)s agency

82 Setting 3ealistic 7oals for the Individual Development Plan9IDP:In this step you pull together your assessments and revie! of possiblecareer ladder programs to establish realistic career ladder goals andmatch your interests, desires, "no!ledge, and abilities. 4areer ladderI8P’s are tailored to your special needs and circumstances. #hey can

help you improve your current ob performance, focus on a career in%e! &ampshire $tate Hovernment, and be used to enhance personaldevelopment.

5 career ladder I8P is a !ritten plan designed by the employee !ith asupervisor’s input to meet his:her career ladder goals. #hey provide avehicle for employees to identify and plan developmental training and

to gain !or"-related e(perience. #he primary purpose of the I8P is toassist employees to accomplish achievable goals, assess theirparticular strengths and !ea"nesses, and evaluate plan progress.I8P’s are used to develop short-term and long-term career laddergoals. It is also important to develop alternative plans. 5 signed I8Pby you and your supervisor does not guarantee approval by your!or"force development committee. #he !or"force developmentcommittee is responsible for revie!ing I8P re6uests, comparing

re6uests against agency selection criteria and ma"ing selections thatenhance organizational e)ectiveness and career development needs. 5signed I8P does not guarantee that an agency !ill be able to fund yourplan


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/irst impressions are e)ective. #his step provides others !ith their rstimpression of you and your intent. /irst impressions can be lasting so

your application must stand out from the cro!d. #here are a numberof !ays to achieve this. /irst, applications and cover letters must beneatly typed on a !ord processor, and !ell organized. 5ll applications,!hether a resume or ll in the blan" application form must be tailoredto the approved career ladder program for !hich you are applying. ouneed to highlight your strengths and 7$5’s to be considered foracceptance into an approved program. 5pplications for your agencyapproved career ladder program can be secured through your human

resource o'ce. 5pplication to career ladder programs o)ered by the8ivision of Personnel can be secured through the Fureau of Educationand #raining or !or"force development coordinator o'ce.

$uccessful completion of an approved career ladder program mayresult in a labor grade enhancement for the attending employee.

&rac' (8* Individualized Career Development forEmplo-ees ot Involved in Career Ladder Programs

$ome government employees may !ant to pursue highl-individualized career development separate from enhancement ofe(isting ob "no!ledge, s"ills and abilities and separate from theapproved career ladder programs o)ered by their agency and:or the

8ivision of Personnel. In this situation an employee may !ant topursue a career di)erent from the one they presently possess.3e6uests for highly individualized career development are acceptableas long as the career is related to the needs of %e! &ampshire $tate


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/or this program agencies must consider ho! the re6uest !ouldsupport the agency’s mission, goals and obectives and:or the overall

needs of state government. Employees interested in this programshould use the same application process used for the approved careerladder programs. Hovernment administrators interested in channelingemployees in this direction should encourage them to complete anapplication for the program and support them in their e)orts. $ee thefollo!ing pages for recommended forms.

2C37$&EE#$ /C3 453EE3 G588E3 5%8 &IH&G

I%8ILI8M5GINE8 453EE3 P5#& P3CH35@$Personal Characteristics and Attitudes =or'sheet

#he follo!ing prole !ill allo! you to ta"e an honest loo" at ho!you perceive the !orld around you. our characteristics and attitudesdetermine ho! !ell you !ill t into certain occupations and into the!orld in general.

4omplete the follo!ing prole honestly. 5ns!er the 6uestions

from the perspective of !ho you are no!, not !ho you !ould li"e to be.Identify each item !ith either a for E$, I have this characteristic, orenter a 8 to indicate that you 8E$I3E to have this characteristic orattitude. Geave the area blan" if the ans!er is no. #his prole !ill helpyou investigate career choices that t your characteristics andattitudes. It !ill also help you read bet!een the lines !hen e(ploringcareer options. ou can match the !or"ing conditions of occupationsto your positive characteristics or plan a course of action to develop

the characteristics that are re6uired for your career choices.

Personal Characteristics and Attitudes Pro0leCharacteristic>Attit Characteristic>Atti Characteristic>Atti D


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&umorous @echanicallyinclined

4onsistent

5ccepts responsibility 3esourceful ProfessionalProgressive Inuence others 8ecisive@odest Gi"ed by others 3eserved$ensible #ough $trong !illed@eticulous /ollo! directions 4omposed@anual de(terity Evaluate situations /ollo! instructions5dventurous 4heerful 7indPractical Henerous $incere

)2 CA3EE3 ISS?ES =O35S"EE&

=hat are -our career issues@&o! much time and e)ort you need to spend at any one step in the processdepends on your career issues. It is important to be clear about these careerissues, so that you can develop an e)ective strategy for dealing !ith them.4areer issues cover a broad spectrum, ranging from getting up to speed in ane! ob, to ma"ing a maor career eld change, or planning your retirement.

#he follo!ing is a list of statements that reect the full range of career issuespeople face at one time or another.2hich ones are relevant for you no!Q Place an DR in front of the statementsthat are true for you at this time.

SSSS ou are ne! in your ob and must learn the basics to get up to speed andfeel comfortable and productive.

SSSS ou have been in your ob for a !hile and are striving for increased

competence, in general.

SSSS ou need to improve your performance in certain areas of your currentob


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SSSS stay !ithin your SSSS leave $tate Hovernment8iv.:Fureau:Mnit

SSSS ou !ant to change ob categories, andT SSSS stay at your 5gency SSSS stay in $tate Hovernment SSSS stay !ithin your SSSS leave $tate Hovernment

8iv.:Fureau:Mnit

SSSS ou don’t see much of a future if you remain in your current ob, butaren’t sure of your options.

SSSS ou !ant to plan your retirement. SSSS Cther

#2 5O=LED7E OF =O35 EI3OBE& =O35S"EE&

5ns!er the follo!ing 6uestions to identify !hat is currently going on aroundyou and your organization.

+. 2hat changes do you e(pect to occur in the near futureQ

. &o! is the mission of my organization =e.g., 8ivision, Fureau, Mnit>changingQ 2hat other changes are occurring regarding our customers,services, !or" processes, organizational structure, reportingrelationships and personnelQ Is this a change of !hich I !ant to be apart or is it time for me to consider a moveQ


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K. 2hat ne! missions or proects in my agency appeal to meQ 2hat aretheorganization’s future needsQ 2hat "inds of development activities!ould help position me for participation in another !or" proectQ

82 5O=LED7E OF SELF =O35S"EE&

#o gain a better understanding of your self, ans!er the follo!ing 6uestions*

+. Cf the ne! and recent developments in my organization or eld, !hatinterests me the mostQ

. 2hat are my current strengths for pursuing these interestsQ 2hat do Ineed to do to reposition my career so that I can get involved in thesene! developmentsQ

. Is it time for me to consider !or"ing outside of my organizationQ If I am


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B. 2hat non-!or" related issues do I need to consider that !ill li"elyimpact my career plans =e.g., health, family, nancial, and social>Q

;2 I&E73A&IO OF 5O=LED7E OF SELF AD =O35 EI3OBE&=O35S"EE&

#o address the match bet!een you and your career goals and organizationalneeds, ans!er the follo!ing 6uestions*

+. In !hat areas do my interests and personal plans overlap !ith thechanging needs of my organizationQ 8o any areas of overlap represent Drstchoice development targetsQ

. 2hat "no!ledge, s"ills or abilities are important for increasing ormaintaining the 6uality of my performance in my present assignmentsQ $ee

pages U-U for competencies and denitions.


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2 7OAL DEELOPBE& =O35S"EE&

5 development goal is a statement of a desired outcome or accomplishment

that is specic, observable and realistic. Fased on the data you havegenerated about yourself on the previous !or"sheets and your specic careerissues, !rite some career goals for the ne(t +, and years and ans!er thefollo!ing 6uestions. ou can use the list of competencies to assist you.8enitions for each listed competency can be found on pages U through U.

+. 2hat I !ant to accomplish and the competencies ="no!ledge:s"ills> I !antto ac6uire or improve by this time ne(t year areT

. 2hat I !ant to accomplish and the competencies ="no!ledge:s"ills> I !antto ac6uire or improve by the end of the second year are...


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2 BE&"OD FO3 &A5I7 AC&IO =O35S"EE&

#o achieve your career developmental goals, identify the actions you plan tota"e by placing an DR in front of all applicable actions. In planning your

career moves, consider all of the follo!ing possibilities. 3emember that DMpis not the only !ay*

SSS Lateral Bove* 4hange in position !ithin or outside an agency, but notnecessarily a change in status or pay.

SSS o/ Enrichment* E(pand or change my ob in order to provide gro!the(periences for myself.

SSS E1ploration* Identify other obs that re6uire s"ills I have and also tap myinterests and values. Vob rotation is an e(ample.

SSS Do!nshifting* #a"e an assignment or ob at a lo!er level ofresponsibility, ran", and:or salary in order to reposition my career forsomething ne! and interesting to me, or to achieve a better balance bet!een!or" and personal life.

SSS Change =or' Setting* %o signicant change to my ob duties, buttransition to a di)erent boss, organization or employer.

o Change* 8o nothing, but only after careful consideration.


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-- @ove to a ne! ob outside of $tate Hovernment-- Plan retirement

-- Cther actions*

5SAs 5no!ledge>S'ills>A/ilities0#a"en from the /ederal Hovernment, C'ce of Personnel @anagement1

5SA Description7no!ledge ? @astery of facts, range of information in subect matterarea.$"ills ? Prociency, e(pertise, or competence in given area e.g.,science, art, crafts.5bilities ? 8emonstrated performance to use "no!ledge and s"ills

!hen needed.

5SA De0nitions 97eneral Emplo-eeCompetencies:

Interpersonal S'illIs a!are of, responds to, and considers the needs, feelings, andcapabilities of others. 8eals !ith conicts, confrontations,disagreements in a positive manner, !hich minimizes personal impact,to include controlling one’s feelings and reactions. 8eals e)ectively!ith others in both favorable and unfavorable situations regardless of


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resources needed to accomplish o!n goals and obectives. 8evelopsand uses trac"ing systems for monitoring o!n !or" progress.

E)ectively uses resources such as time and information.

Organizational 5no!ledge and Competence5c6uires accurate information concerning the agency components, themission0s1 of each relevant organizational unit, and the principalprograms in the agency. Interprets and utilizes information about theformal and informal organization, including the organizationalstructure, functioning, and relationships among units. 4orrectly

identies and dra!s upon source0s1 of information for support.

Pro/lem Solving and Anal-tical A/ilit-Identies e(isting and potential problems:issues. Cbtains relevantinformation about the problem:issue, including recognizing !hether ornot more information is needed. Cbectively evaluates relevantinformation about the problem:issue. Identies the specic cause ofthe problem:issue. 8evelops recommendations, develops andevaluates alternative course of action, selects courses of action, andfollo!s up.

udgment@a"es !ell reasoned and timely decisions based on careful, obectiverevie! and informed analysis of available considerations and factors.$upports decisions or recommendations !ith accurate information or

reasoning.

Direction and Botivation$ets a good e(ample of ho! to do the ob demonstrates personal


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Fle1i/ilit-@odies o!n behavior and !or" activities in response to ne!

information, changing conditions, or une(pected obstacles. Lie!sissues:problems from di)erent perspectives. 4onsiders a !ide range of alternatives, including innovative or creative approaches. $trives tota"e actions that are acceptable to others having di)ering vie!s.

Leadership5bility to ma"e right decisions based on perceptive and analyticalprocesses. Practices good udgment in gray areas. 5cts decisively.

5SA De0nitions 97eneral Supervisor->BanagerCompetencies:

Pro/lem Solving and Anal-tical A/ilit-Identies e(isting and potential problems notes, understands, andincludes the critical elements of problem situations obtains and

evaluates relevant information demonstrates a!areness that ne!and:or additional information sources are re6uired notesinterrelationships among elements identies possible causes of theproblems recognizes the need to shift to an alternative course ofaction including innovative or creative approaches and appropriatelyterminates information collection and evaluation activities.

Planning and OrganizingIdenties re6uirements allocates, and e)ectively uses information,personnel, time, and other resources necessary for missionaccomplishment establishes appropriate courses of action for self


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Communication S'illPresents and e(presses ideas and information e)ectively and concisely

in an oral and:or !ritten mode listens to and comprehends !hatothers are saying shares information !ith others and facilitates theopen e(change of ideas and information is open, honest, andstraightfor!ard !ith others provides a complete and timelye(planation of issues and decisions in a manner appropriate for theaudience and presents information and material in a manner thatgains the agreement of others.

Interpersonal S'illIs a!are of, responds to, and considers the needs, feelings, andcapabilities of others deals e)ectively !ith others in favorable andunfavorable situations regardless of their status or position acceptsinterpersonal and cultural di)erences manages conict:confrontations:disagreements in a positive manner that minimizes personal impact, toinclude controlling one’s o!n feelings and reactions and providesappropriate support to others.

Direction and Botivation@otivates and provides direction in the activities of others toaccomplish goals gains the respect and condence of others

appropriately assigns !or" and authority to others in theaccomplishment of goals provides advice and assistance as re6uired.

Supervisor- 3ole Performance


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LeadershipEstablishes !or" standards and e(pectations for self and others.

5ppropriately assigns:delegates !or" and authority to others in theaccomplishment of goals. 7eeps goals and obectives in sight at alltimes, monitors progress to!ard goals, and !or"s to overcome barriersand obstacles. Provides coaching, advice, and assistance as re6uirede.g., helps subordinates overcome obstacles and deal !ith problems.5ppropriately assesses contributions and performance of employeesprovides appropriate recognition, and deals !ith problems as theyarise. Instills in others a sense of pride in the ob at hand.

E1ecutive Core Competencies

E44 W+ Geading 4hangeE44 W Geading People

E44 W 3esults 8rivenE44 W9 Fusiness 5cumenE44 WA Fuilding 4oalitions:4ommunications

ECC () Leading Change #his core 6ualication encompasses the ability to develop andimplement an organizational vision !hich integrates "ey national andprogram goals, priorities, values, and other factors. Inherent to it is

the ability to balance change and continuity ? to continually strive toimprove customer service and program performance !ithin the basicgovernment frame!or", to create a !or" environment that encourages

i hi "i d i i f i i d i


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strategies to balance those interests consistent !ith the businessof the organization.

9. Feing open to change and ne! information tolerating ambiguityadapting behavior and !or" methods in response to ne!information, changing conditions, or une(pected obstaclesadusting rapidly to ne! situations !arranting attention andresolution.

A. 8ealing e)ectively !ith pressure maintaining focus and intensityand remaining persistent, even under adversity recovering6uic"ly from setbac"s.

B. 8isplaying a high level of initiative, e)ort, and commitment topublic service being proactive and achievement-oriented beingself-motivated pursuing self-development see"ing feedbac"from others and opportunities to master ne! "no!ledge.

Leadership CompetenciesCreativit- and Innovation ? 8evelops ne! insights into situations

and applies innovative solutions to ma"e organizational improvementscreates a !or" environment that encourages creative thin"ing andinnovation designs and implements ne! or cutting-edgeprograms:processes.

3esilience ? 8eals e)ectively !ith pressure maintains focus andintensity and remains optimistic and persistent, even under adversity.3ecovers 6uic"ly from setbac"s. E)ectively balances personal life and

!or".

Continual Learning ? Hrasps the essence of ne! informationmasters ne! technical and business "no!ledge recognizes o!n


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Strategic &hin'ing ? /ormulates e)ective strategies consistent !iththe business and competitive strategy of the organization. E(amines

policy issues and strategic planning !ith a long-term perspective.8etermines obectives and sets priorities anticipates potential threatsor opportunities.

Fle1i/ilit- ? Is open to change and ne! information adapts behaviorand !or" methods in response to ne! information, changingconditions, or une(pected obstacles. 5dusts rapidly to ne! situations!arranting attention and resolution.

ision ? #a"es a long-term vie! and acts as a catalyst fororganizational change builds a shared vision !ith others. Inuencesothers to translate vision into action.

ECC (# Leading People #his core competency involves the ability to design and implement

strategies !hich ma(imize employee potential and foster high ethicalstandards in meeting the organization’s vision, mission, and goals.7ey 4haracteristics*

+. Providing leadership in setting the !or"force’s e(pectedperformance levels commensurate !ith the organization’sstrategic obectives inspiring, motivating, and guiding othersto!ard total accomplishment empo!ering people by sharingpo!er and authority.

. Promoting 6uality through e)ective use of the organization’sperformance management system 0e.g., establishingperformance standards, appraising sta) accomplishments usingthe developed standards and ta"ing action to re!ard counsel


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management, and EEC issues, and ta"ing disciplinary actions!hen other means have not been successful.

Leadership CompetenciesConGict Banagement ? Identies and ta"es steps to preventpotential situations that could result in unpleasant confrontations.@anages and resolves conicts and disagreements in a positive andconstructive manner to minimize negative impact.

Integrit->"onest- ? Instills mutual trust and condence creates a

culture that fosters high standards of ethics behaves in a fair andethical manner to!ard others, and demonstrates a sense of corporateresponsibility and commitment to public service.

Cultural Awareness ? Initiates and manages cultural change !ithinthe organization to impact organizational e)ectiveness. Lalues culturaldiversity and other individual di)erences in the !or"force. Ensures

that the organization builds on these di)erences and that employeesare treated in a fair and e6uitable manner.

&eam 4uilding ? Inspires, motivates, and guides others to!ard goalaccomplishments. 4onsistently develops and sustains cooperative!or"ing relationships. Encourages and facilitates cooperation !ithinthe organization and !ith customer groups fosters commitment, teamspirit, pride, trust. 8evelops leadership in others through coaching,

mentoring, re!arding, and guiding employees.

ECC (8 3esults Driven#his core competency stresses accountability and continuous


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9. 5nticipating and identifying, diagnosing, and consulting onpotential or actual problem areas relating to program

implementation and goal achievement selecting from alternativecourses of corrective action, and ta"ing action from developedcontingency plans.

A. $etting program standards holding self and others accountablefor achieving these standards acting decisively to modify themto promote customer service and:or 6uality of programs andpolicies.

B. Identifying opportunities to develop and mar"et ne! products

and services !ithin or outside of the organization ta"ing ris"s topursue a recognized benet or advantage.

Leadership competenciesAccounta/ilit- - 5ssures that e)ective controls are developed andmaintained to ensure the integrity of the organization. &olds self andothers accountable for rules and responsibilities. 4an be relied upon

to ensure that proects !ithin areas of specic responsibility arecompleted in a timely manner and !ithin budget. @onitors andevaluates plans focuses on results and measuring attainment ofoutcomes.

Entrepreneurship ? Identies opportunities to develop and mar"etne! products and services !ithin or outside of the organization. Is!illing to ta"e ris"s initiates actions that involve a deliberate ris" to

achieve a recognized benet or advantage.

Customer Service ? Falancing interests of a variety of clients readilyreadust priorities to respond to pressing and changing client demands


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resource decisions and to address training and development needs.Mnderstand lin"ages bet!een administrative competencies and

mission needs.

ECC (; 4usiness Acumen #his core competency involves the ability to ac6uire and administerhuman, nancial, material, and information resources in a manner!hich instills public trust and accomplishes the organization’s mission,and to use ne! technology to enhance decision ma"ing.

7ey 4haracteristics+. 5ssessing current and future sta'ng needs based on

organizational goals and budget realities. 5pplying sound humanresource principles to develop, select, and manage a diverse!or"force.

. Cverseeing the allocation of nancial resources identifying cost-e)ective approaches establishing and assuring the use of

internal controls for nancial systems.. @anaging the budgetary process, including preparing and ustifying a budget and operating the budget underorganizational and legislative procedures understanding themar"eting e(pertise necessary to ensure appropriate fundinglevels.

9. Cverseeing procurement and contracting procedures andprocesses.

A. Integrating and coordinating logistical operations.B. Ensuring the e'cient and cost-e)ective development and

utilization of management information systems and othertechnological resources that meet the organization’s needs


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enhance decision ma"ing. Mnderstands the impact of technologicalchanges on the organization.

"uman 3esource Banagement ? 5ssesses current and futuresta'ng needs based on organizational goals and budget realities.Msing merit principles, ensure sta) are appropriately selected,developed, utilized, appraised, and re!arded ta"es corrective action.

ECC ( 4uilding Coalitions>Communication #his core competency involves the ability to e(plain, advocate and

e(press facts and ideas in a convincing manner, and negotiate with individuals and groups internally and e(ternally. It also involves theability to develop an e(pansive professional net!or" !ith otherorganizations, and to identify the internal and e(ternal politics thatimpact the !or" of the organization.

7ey 4haracteristics

+. 3epresenting and spea"ing for the organizational unit and its!or" 0e.g., presenting, e(plaining, selling, dening, andnegotiating1 to those !ithin and outside the o'ce 0e.g., agencyheads and other government e(ecutives corporate e(ecutives8epartment of 5dministrative $ervices budget o'cialslegislative members and sta) the media Hovernor’s o'ceclientele and professional groups1 ma"ing clear and convincingoral presentations to individuals and groups listening e)ectively

and clarifying information facilitating an open e(change of ideas.. Establishing and maintaining !or"ing relationships !ith internalorganizational units 0e.g., other program areas and sta) supportfunctions1 approaching each problem situation !ith a clear


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Leadership CompetenciesInGuencing>egotiating ? Persuades others builds consensus

through give and ta"e gains cooperation from others to obtaininformation and accomplish goals facilitates D!in-!in situations.

Partnering ? 8evelops net!or"s and builds alliances, engages incross-functional activities collaborates across boundaries, and ndscommon ground !ith a !idening range of sta"eholders. Mtilizescontacts to build and strengthen internal support bases.

Interpersonal S'ills ? 4onsiders and responds appropriately to theneeds, feelings, and capabilities of di)erent people in di)erentsituations is tactful, compassionate and sensitive, and treats others!ith respect.

Political Savv- ? Identies the internal and e(ternal politics thatimpact the !or" of the organization. 5pproaches each problemsituation !ith a clear perception of organizational and political realityrecognizes the impact of alternative courses of action.

Oral Communication ? @a"es clear and convincing oral presentationsto individuals or groups listens e)ectively and claries information asneeded facilitates an open e(change of ideas and fosters anatmosphere of open communication.

=ritten Communication ? E(presses facts and ideas in !riting in aclear, convincing and organized manner.


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IDIID?AL DEELOPBE& PLA

Employee %ame GaborHrade

Position #itle 8ivision,Fureau,$ection

$upervisor’s %ame

Section I O37AIHA&IOAL E"ACEBE& O3 CA3EE3 7OALS

Short-Term Goals (1-2 Years) Long-Term Goals (2-5 years)

Section II 6 IDIID?AL DEELOPBE& PLA+Completed /- Supervisor Emplo-ee

8evelopment Cbectives =7$5s>needed to reach goal.

8evelopmental 5ssignments, etc.,including target completion dates.

Cther 5ctivities

Section II 6 Individual Development Plan +Continued 8evelopmental Cbectives 8evelopmental 5ssignments Cther 5ctivities

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IDIID?AL DEELOPBE& PLA

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Section III 6 Formal &raining and Accomplishment Schedule

3emar"s /ormal #raining =e.g. interagency, out-of-agency, private sector,correspondence, etc.>

Proected 4ost

#arget4ompleted 8ate

5ctual4ompleted 8ate

Employee’s signature 8ate Employee’s $upervisor’s signature8ate

%ote* #his I8P is subect to changedepending on availability of funds,courses, and candidate’sre6uirements.

@anager’s signature 8ate

#*+PLE IDIID-*L DEELOP+ET PL*

Emplo&ee )ame $aor /rade

Position Title'ecretar& II

Division2 ureau2 section

'upervisor;s )ame

3+


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%dministrative %ssistant Position re:uiressupervision of staff seek supervisor& training8

Develop organizational ailities

Improve #ustomer 'ervices skills internal andeternal5

Improve Tecnolog& 'kills

?eport riting orksops 1919AA

Enroll in #ertified Pulic 'upervisor Program+91+9AA

'et up internal suspense s&stem for m& ork

area immediatel&8

*ork it supervisor to develop and distriutecustomer service surve& to our stakeolders8?evie results to determine personal strengtsand eaknesses8#ontact Division of Personnel regardingcustomer service training and scedule it8

'ign up forC%dvanced Poer Point%ccess IIPuliser #omplete training & +91+9AA

information at meetings8

Order dail& planner & "919AA %nd use it to

track action items and activities8 *ork itsupervisor me5 on use of planner8

%fter completing customer service training setup customer service oectives for &ou andtrack performance for 3 monts8 *ork itme to estalis performance epectations anda tracking form8

IDIID-*L DEELOP+ET PL*

#ection III 1 Formal Training and *ccomplishment #chedule

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?emarks 6ormal Training =e8g8 interagenc&2 out-of-agenc&2 private sector2 correspondence2 etc8>

Proected#ost

Target#ompletedDate

%ctual#ompletedDate

Performance ecellence in tecnolog& skills andcustomer service part of agenc& mission and goals

Presentation skills2 report riting skills2 timemanagement and organization and supervisor trainingall part of individualized career development8

Training provided & Division of Personnel2Bureau of Education and Training

Eac competenc& area offered & Bureau ofEducation and Training as part of #ertifiedPulic 0anager Program

F3

F"

1(91+9AA

.939AA

Emplo&ee;s signature Date Emplo&ee;s 'upervisor;s signature Date

)oteC Tis IDP is suect to cangedepending on availailit& of funds2 courses2and candidate;s re:uirements8

0anager;s signature Date

3!

individual career development plan model

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