Individual Development Plan (Page 17 of 30) in pdf

Meets and Exceeds the Expectations of Customers

Rating:

Taking action with the needs in mind of customers inside and outside of the company Seeking information that will improve company services and products.

Using the quality process to ensure continuous improvement.

No Action

Taken to

Somewhat Meets

More than Meets

Improve

Below Expectations

Expectations

Meets Expectations

Expectations

Exceeds Expectations

• Does not take into consideration how

• Works to ensure that all products and

• Understands the customer’s business drivers

business processes or changes ultimately

services are meeting/exceeding the

and aligns products and services to ensure

affect the customer.

expectations of the customers.

significant value for customers.

• Is not concerned about the customer’s

• Encourages employees to seek customer

• Continuously looks for ways of doing things

perception of products/services; puts forth

feedback; views feedback as an opportunity for

better, faster, and at a lower cost while

minimal effort to understand customer needs

improvement.

maintaining focus on providing value to the

before establishing strategies or goals.

customer.

• Does not take the time to determine what the

• Assures all tasks and business decisions are

• Turns even the most difficult customer

customer needs, and to align business

ultimately in line with providing the best

situations into a positive experience for the

strategies with those needs.

possible products and services to customers,

customer and a “win” for the company.

supporting the Service Culture.

• Uses inappropriate methods for handling

• Builds a Service Culture mentality within own

• Constructively uses customer feedback to

difficult customer interactions; actions may

team by motivating and rewarding those who

evaluate current systems and processes and

escalate the situation.

provide superior service.

make recommendations for improvement.

Develops the Skills and Abilities of Others

Rating:

Building the skills and abilities of employees, providing stretching assignments and compelling employees to plan and develop. Accepting development of

employees as a building block for organizational success.

No Action

Taken to

Somewhat Meets

More than Meets

Improve

Below Expectations

Expectations

Meets Expectations

Expectations

Exceeds Expectations

• Tells people what to do versus engaging

• Collaborates with each employee to create a

• Engages others in developmental discussions

them in decision-making to ensure buy-in and

personal development plan with specific

in order to ensure buy-in and to gain commitment

commitment.

objectives, goals, timelines, expectations and

to developmental goals.

measures of results.

• Provides little or ineffective direction,

• Provides coaching, an appropriate level of

• Helps others identify their own personal

coaching, or support to others as they work

support, and timely feedback.

strengths and weaknesses, and incorporates

toward goals.

those into their personal and career objectives.

• Takes little action to facilitate the personal

• Considers past experience, educational

• Places a high priority on developing talent

development of others; focuses primarily on

achievement, and assessment of competencies

within the organization; eagerly serves as a

own personal achievements and career

against future positions when building

mentor; motivates others to view developmental

progression; may even thwart the advancement

succession plans.

areas as opportunities to grow and achieve

efforts of others.

greater successes; challenges others to assume

responsibility for personal development.

• Does not follow-up on development plans;

• Regularly monitors performance plans in

• Views development as an ongoing process and

does not reward or recognize successes;

order to ensure goal attainment and modify the

continually motivates others to identify growth

reacts negatively to failures of others.

plan as needed; rewards and recognizes

and learning opportunities.

successes; views failures as opportunities to

learn and grow.

• Identifies appropriate business opportunities

• Celebrates each person's small steps toward

that will develop the knowledge/skill base for

goal achievement; helps others manage

purposes of succession planning.

responses to failure by redirecting them to future

opportunities

Demonstrates Accountability

Rating:

Stepping forward to take the lead, even when disapproved of by peers or politically risky to do so. Taking initiative and responsibility in resolving challenging

issues and emergency situations. Holding people accountable through clear goals and consistent follow-up.

No Action

Taken to

Somewhat Meets

More than Meets

Improve

Below Expectations

Expectations

Meets Expectations

Expectations

Exceeds Expectations

• Is not results focused OR ignores or "works

• Follows established processes, standards,

• Participates in the development of processes,

around" established processes and guidelines

and safety guidelines in holding self and others

standards and safety guidelines that maximize

in order to attain results; accepts responsibility

accountable for results; accepts responsibility

efficiencies and guide others in driving results

for successes, but blames others and outside

for failures and errors made by self and the

throughout the organization.

forces for failures and errors.

team.

• Communicates vague expectations, works

• Communicates clear expectations, works

• Transforms the thinking and work approach of

inefficiently and is unavailable to support others

hard and supports others in the pursuit of goal

others to focus on results and forward progress;

in the pursuit of goal attainment; does not

attainment; monitors progress, implements

creates an atmosphere where others feel

follow-up appropriately and fails to provide

consequences and delivers rewards as

comfortable admitting and learning from mistakes

timely and accurate feedback regarding

appropriate.

and celebrating successes.

successes and failures.

• Avoids making unpopular decisions and/or is

• Is willing to make unpopular decisions and

• Steps up to the plate to resolve challenging

risk averse, which results in maintaining the

take reasonable risks in order to meet the best

problems and provide direction to others, despite

status quo.

interests of customers and the organization.

potential negative reactions; takes calculated

risks that push the organization to the next level.

• Undermines own credibility as a leader by

• Uses good judgment and sound business

• Sets the standard for ethical behavior and

engaging in questionable ethical behavior or

ethics to build a trust and respect as a leader.

sound judgment, thereby building a reputation as

using poor judgment.

trusted leader whose authority is unquestioned.

• Consistently applies the above behaviors

across all locations he/she supervises.

Individual Development Plan Page 17

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