Individual Development Plan (Page 23 of 30) in pdf

Develops 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.

Somewhat

More than

No Action Taken

To Improve

Below Expectations

Meets Expectations

Exceeds Expectations

•

Tells people what to do versus

Collaborates with each employee to

Engages others in developmental

engaging them in decision-making to

create a personal development plan with

discussions in order to ensure buy-in and to

ensure buy-in and commitment.

specific objectives, goals, timelines,

gain commitment to developmental goals.

expectations and measures of results.

•

Provides little or ineffective direction,

Provides coaching, an appropriate

Helps others identify their own

coaching, or support to others as they work

level of support, and timely feedback.

personal strengths and weaknesses, and

toward goals.

incorporates those into their personal and

career objectives.

•

Takes little action to facilitate the

Considers past experience,

Places a high priority on developing

personal development of others; focuses

educational achievement, and assessment

talent within the organization; eagerly serves

primarily on own personal achievements

of competencies against future positions

as a mentor; motivates others to view

and career progression; may even thwart

when building succession plans.

developmental areas as opportunities to

the advancement efforts of others.

grow and achieve greater successes;

challenges others to assume responsibility

for personal development.

•

Does not follow-up on development

Regularly monitors performance

Views development as an ongoing

plans; does not reward or recognize

plans in order to ensure goal attainment

process and continually motivates others to

successes; reacts negatively to failures of

and modify the plan as needed; rewards

identify growth and learning opportunities.

others.

and recognizes successes; views failures

as opportunities to learn and grow.

•

Identifies appropriate business

Celebrates each person's small steps

opportunities that will develop the

toward goal achievement; helps others

knowledge/skill base for purposes of

manage responses to failure by redirecting

succession planning.

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.

Somewhat

More than

No Action Taken

Meets Expectations

To Improve

Below Expectations

Meets Expectations

Exceeds Expectations

•

Participates in the development of processes,

Is not results focused OR ignores or

Follows established processes,

"works around" established processes and

standards, and safety guidelines in holding

standards and safety guidelines that maximize

efficiencies and guide others in driving results

guidelines in order to attain results;

self and others accountable for results;

accepts responsibility for successes, but

accepts responsibility for failures and errors

throughout the organization.

blames others and outside forces for

made by self and the team.

failures and errors.

•

Transforms the thinking and work approach of

Communicates vague expectations,

Communicates clear expectations,

works inefficiently and is unavailable to

works hard and supports others in the

others to focus on results and forward progress;

creates an atmosphere where others feel

support others in the pursuit of goal

pursuit of goal attainment; monitors

attainment; does not follow-up

progress, implements consequences and

comfortable admitting and learning from mistakes

and celebrating successes.

appropriately and fails to provide timely

delivers rewards as appropriate.

and accurate feedback regarding

successes and failures.

•

Steps up to the plate to resolve challenging

Avoids making unpopular decisions

Is willing to make unpopular

problems and provide direction to others, despite

and/or is risk averse, which results in

decisions and take reasonable risks in

potential negative reactions; takes calculated

maintaining the status quo.

order to meet the best interests of

customers and the organization.

risks that push the organization to the next level.

•

Undermines own credibility as a

Uses good judgment and sound

Sets the standard for ethical behavior and sound

judgment, thereby building a reputation as being a

leader by engaging in questionable ethical

business ethics to build a trust and respect

trusted leader whose authority is unquestioned.

behavior or using poor judgment.

as a leader.

•

Consistently applies the above

behaviors across all locations he/she

supervises.

Solves Problems Through Innovation

Rating:

Identifying and developing unique ways of approaching problems or tasks. Drawing logical inferences and making rational recommendations based on the

application of inductive and deductive reasoning skills. Using a creative process to develop original, yet realistic, ideas that meet organizational goals and

objectives. Making decisions in a reasonable timeframe that maximize the benefits and minimize the losses.

No Action

Somewhat Meets

More than Meets

Taken to

Below Expectations

Expectations

Meets Expectations

Expectations

Exceeds Expectations

Improve

•

Prefers to follow established

Gathers data from all relevant

Continually encourages new ideas and

processes and apply "tried and true"

sources before making decisions.

explores different approaches to successfully

methods. Employs a "one solution fits all"

accomplishing goals.

method of problem solving.

•

Is closed minded with regard to new

Makes decisions in a timely manner;

Analyzes qualitative and quantitative

ideas and new ways of doing things.

knows when he/she has enough data to

data in a detailed, thorough manner in order

make an informed decision.

to determine ensure the best possible

outcome to decision making, while still

making decisions within a reasonable

timeframe.

•

Analyzes information in a superficial

Provides quality recommendations,

Focuses on underlying problems as

manner with little attention to detail.

decisions, and solutions that contribute to

opposed to symptoms so as to identify long-

the attainment of company goals.

term solutions to problems. Evaluates

various alternatives and their implications

prior to recommending a solution.

•

Formulates recommendations and

Balances creativity and imagination

arrives at decisions without thoroughly

with pragmatism and practicality.

Page 2 of 3

reviewing various alternatives and their

implications.

Individual Development Plan Page 23

Related Articles

Related forms

Related Categories