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GUIDE to the COMPLETION of A PERSONAL DEVELOPMENT PLAN
What is a Personal Development Plan?
The aim of creating a personal development plan is to document a process of self-analysis, personal reflection and honest appraisal of your strengths and weaknesses. This should enable you to evaluate the value of the leadership and management training you have received, and to consider your future leadership development.
What do I need to do?
An example of a PDP included later in this GUIDE, and should be read in conjunction with the requirements outlined below. This task is relatively short, succinct and designed to be helpful in evaluating your leadership development. It enables you to reflect upon your recent experience and to focus on the next stage of your training and development. Creating your PDP has three stages as follows:
a. Stage 1 โ Personal Analysis. The first stage is designed to analyse your strengths and weaknesses. You will be able to draw heavily upon your career and the outcomes of courses that you may have attended. These should be supplemented by the perceived opportunities that will have been derived from your experience and any threats to your continued success.
b. Stage 2 โ Setting Goals. This involves setting new and clearly definable goals for yourself which are measurable. The example PDP provides clear guidance on identifying these. You will need to consult your immediate superior (your first reporting officer/line manager)
c. Stage 3 โ Personal Objectives. This stage involves setting out your personal objectives. These can also be set in context within your civilian employment as shown in the example, which will be helpful in reinforcing its value.
Example of a Personal Development Plan
Mr A is a 25 year old graduate working for a well-known mobile telecommunications company. He is 2 years into their graduate recruitment programme. He joined the organisation while at university and transferred to his current department following graduation. After a year he was encouraged to enter a managerial leadership and management development programme. He re-joined his department as a junior manager.
His employer is supportive and has been reasonably flexible and supportive in making allowances for the additional time off work to complete all the training modules.
Once properly qualified and with more experience, he is keen to take on more responsibility and be seconded to another part of the company.
The example PDP is set out over the following page
PERSONAL DEVELOPMENT PLAN (EXAMPLE)
Name: Mr A Department: Organisation:
Date Personal Development Plan Completed:
Part 1 โ Personal Analysis
Before setting your short medium and long term personal development plans, you should conduct a personal analysis: Eg - What are my strengths and weaknesses? What external opportunities or threats might affect any plans I might make?
Strengths Areas for further development
My personal administration in the company and basic
skills are good and my detailed knowledge is generally
sound for my level of training.
I gained confidence from proving that I could cope with
the pressures of the L and M course, even with sleep
depravation. I was assessed to be composed during
practical work and provided clear direction.
Having the opportunity to lead a team over an extended
period of time, I demonstrated that I have the ability to
provide clear direction and manage people to achieve
specific tasks whilst under pressure.
It was difficult to maintain the work/life balance and maintain my physical fitness standards during academic studies. As a result I have lost some physical fitness.
I need to take more time in planning a task thoroughly before briefing my subordinates. Ie provide the solution not present the problem. My understanding of the estimate planning process is still superficial in places and requires more detail.
In order to build my confidence in command I need more experience of team management in different scenarios Opportunities Threats
Demonstrate to my employer that I have had both
structured management and leadership training and
Balance work and personal commitments.
Part 2 โ Setting Goals
What do I want to learn?
What do I have to do? What support and resources will I need?
How will I measure success? Target date for review?
Greater depth of
knowledge of
leading in the
business external
activities
Complete M and L Course ( weekends) Training and the company Young Managers (YM) development programme
- Regional Training Centre and YM Course Directing Staff.
- Finding 2 weeks for the YM could be difficult.
- Courses Assessment.
- YM Course Assessment report.
- Line managers Appraisal Report (LMAP) including mid-year appraisal will assess performance and potential.
Post 31 Mar report
Get to know my department team and build their confidence and trust in me.
Advice from my Line Manager and team feedback
- Formal and informal appraisal.
- Self-appraisal.
Post 31 Mar report Identify key training opportunities in the Business Forecast of Events and de- conflict with work and social life. Because of YMs course I may not be able to engage in all business activities
I will need to discuss and agree my priorities with my Line Manager.
- Prioritisation of goals forms part of my appraisal process.
- Ensure that I have attended all the agreed high priority training.
Post 31 Mar report
Widen my
understanding of
leadership.
Learn from the more by observing experienced managers. Gain their friendship and trust.
Senior colleagues. Mentoring and performance appraisal. During development programmes.
Post 31 Mar report
Improve my
personal fitness.
Allocate specific evenings during the week for fitness training and allocate time at
Advice from Gym Fitness Instr
Improved fitness levels will be self-evident. Improved Personal Fitness
Quarterly
Bi-
weekends. Develop personal fitness programme to improve fitness and stamina.
Test score. annually
Annual
Achieve core
business skills.
Complete mandatory organisation update training i.e. CPD
Secure bonus benefits as appropriate
31 Mar annually
Build confidence
in as a leader/
management.
Volunteer to lead ad-hoc cross functional projects to build credibility and experience as a leader
Line manager Feedback from the team and the project sponsor.
End of the project
Improve
planning/
decision-making
skills.
Gain further experience of business analysis processes.
Use this in a working environment to speed up and improve complex decision making
Use training opportunities and revision.
Good YMs course report.
