Part III: EMPLOYEE

DEVELOPMENT
PLAN
 CHAPTER 8: Performance Development and
Employee Development

PERSONAL DEVELOPMENTAL PLANS

- are a key component of a performance management
system
-they specify courses of action to be taken to
improve performance

It answers the following questions:

• How can I continually learn and grow in the next year?
• How can I do better in the future?
• How can I avoid performance problems faced in the past?
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Information to be used in designing developmental plans comes
from the appraisal form. Specifically, a developmental plan can
be designed based on each of the performance dimensions
evaluated.

Developmental Plan Objectives

Overall objectives of a Developmental Plan
- continous learning
- performance improvement
- personal growth

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Other more Specific Objectives:

• Improve performance in current job.

- helps employees meet performance standards
• Sustain performance in current job.
- provides tools so that employees can continue to meet and exceed
expectations regarding the current job.
• Prepare employees for advancement.
- includes advice and courses of action that should be taken so that
employees will be able to take advantage of future opportunities and
career advancement.
• Enrich the employee’s work experience.
- provides employees with growth opportunities and opportunities to
learn new skills.

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 Content of
DEVELOPMENTAL
PLAN
Ivy Mae C. Gaudicos
Presenter

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 W H AT D O E S A
D E V E L O P M E N TA L
PLAN LOOK LIKE?
-Plans should include a
description of
specific steps to be taken and
specific objectives to reach.

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 CONTENT OF
DEVELOPMENT PLAN
01 Developmental Objectives
- New skills or Knowledge
-Timeline

02 How the new skill or knowledge will be

acquired
- Resources
-Technology

03 assess achievement of objectives

Standards and measures used to

04 Based on needs of organization

and employee

05 supervisor
Chosen by employee and direct

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Developmental
ACTIVITIES
Ivy Mae C. Gaudicos
Presenter

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 DEVELOPMENTAL
ACTIVITIES
-refers to providing employees with opportunities to
enhance their skills, knowledge, and abilities through
various training and learning activities.

✓ ON-THE-JOB TRAINING
list of
✓ GETTING A DEGREE

✓ COURSES ✓ JOB ROTATION

DEVELOPMENTAL
ACTIVITIES ✓ SELF-GUIDED READING
✓ TEMPORARY ASSIGNMENTS
✓ MENTORING
✓ MEMBERSHIP OR LEADERSHIP
✓ ATTENDING A ROLE IN PROFESSIONAL OR
CONFERENCE TRADE ORGANIZATIONS

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8.2
DIRECT
SUPERVISOR'S
ROLE
Presentation by Jessa Mae D. Lungay
W H AT W E W I L L
TALK ABOUT
Introduction
5 Steps of Direct
Supervisor's Role
Importance of Direct
Supervisor's Role
 DIRECT
SUPERVISOR /
LINE MANAGER
has an important role in
the creation and
completion of the
employee's developmental
plan.
5 STEPS OF DIRECT
SUPERVISOR'S
ROLE
1. Supervisors need to explain what
would be required for the employee to
achieve the desired performance level

>FEED FORWARD INTERVIEW (FFI) - a

method of project management using
positive psychology and capitalizing on the
strength of employees to help them
develop and increase work performance
 3 STEPS OF FFI
UNCOVER THE
EXTRAPOLATING
ELICITING A UNDERLYING
THE PAST INTO
SUCCESS SUCCESS THE FUTURE
STORY FACTORS
2. Referring the employee to
appropriate developmental
activities

3. Reviews and make suggestions

about the developmental objectives

4. Checking the employees

progress toward achieving
developmental goals

5. Provide reinforcements to the

employee
 IMPORTANCE OF
DIRECT
SUPERVISOR'S
ROLE IN PROJECT
MANAGEMENT
360-DEGREE FEEDBACK
SYSTEMS
PRESENTER: LIBARIOS, ELLA NENA PRINCESS
 - a preferred tool for
helping employees,
particularly those in
supervisory roles,
improve performance 360-DEGREE
by gathering FEEDBACK
information on their
performance from SYSTEM
different groups.
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GAP ANALYSIS
………………………………………………………………………

conducted to examine the

areas for which there are large
discrepancies between self-
perceptions and the
perceptions of others.

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 - CAN INCLUDE GRAPHS
SHOWING THE AREAS IN
WHICH EMPLOYEES’
PERCEPTIONS DIFFER THE
MOST FROM THE
PERCEPTIONS OF OTHER
RATERS.
Feedback Reports

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- ARE INTEGRATIVE
APPLICATIONS THAT
ALLOW ORGANIZATIONS TO
MANAGE DATA ABOUT
EMPLOYEES IN A
SYSTEMATIC AND
COORDINATED WAY.
Talent Management

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 • EXAMPLE

CHECKPOINT 360-
DEGREE
FEEDBACK
SYSTEM
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CHECKPOINT SYSTEM
- designed for employees in supervisory roles, includes
information on the following competencies:
• Communication (listens to others,
processes information, communicates
effectively)
• Leadership (instills trust, provides
direction, delegates responsibility)
• Adaptability (adjusts to
circumstances, thinks creatively)
• Relationships (builds personal
relationships, facilitates team success)
„• Task management (works
efficiently, works competently)
„ • Production (takes action,
achieves results)
„ • Development of others
(cultivates individual talent,
motivates successfully)
„ • Personal development
(displays commitment, seeks
improvement)
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EXECUTIVE OVERVIEW
Overview of self vs. All observers

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REFERENCE GROUP COMPARISON
with Management Alignment of Self and Boss

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Development Summary
for Darcy Walker

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 ADVANTAGES OF 360-DEGREE
FEEDBACK SYSTEMS

ORGANIZATIONS AND INDIVIDUALS CAN GAIN SEVERAL ADVANTAGES

AS A CONSEQUENCE OF IMPLEMENTING A 360-DEGREE FEEDBACK
SYSTEM. THESE INCLUDE THE FOLLOWING:

„ Decreased possibility of biases

„ Increased awareness of expectations
„ Increased commitment to improve
„ Improved self-perceptions of performance
„ Improved performance
„ Reduced “undiscussables”
„ Employees enabled to take control of their careers

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 ADVANTAGES OF 360-DEGREE FEEDBACK
SYSTEMS
 Decreased possibility of biases - these systems include information from more than one source, there is a
decreased possibility of biases in the identification of employees’ weaknesses.

 Increase awareness of expectations- employees become very aware of others’ expectations about their
performance. This includes not only the supervisor’s expectations but also the expectations of other managers,
coworkers, subordinates, and customers.

 Increased commitment to improve - employees become aware of what others think about their
performance, which increases their commitment to improve because information about performance is no
longer a private matter.

 Improved self-perceptions of performance- employees’ distorted views of their performance are likely to
change as a result of the feedback received from other sources. In other words, it is difficult to continue to
have distorted views of one’s own performance in the presence of overwhelming evidence that these
perceptions may not be correct.
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 ADVANTAGES OF 360-DEGREE
FEEDBACK SYSTEMS
 Improved performance.- although receiving information about one’s performance is is not sufficient cause to
improve, it is certainly a very important step. Thus, having information on one’s performance, if paired with a good
developmental plan, is likely to lead to performance improvement

 Reduced “undiscussables.” 360-degree feedback systems provide an excellent opportunity to coworkers,

superiors, and subordinates to give information about performance in an anonymous and nonthreatening way. Many
supervisors may feel uncomfortable about providing negative feedback, but a 360-degree system makes providing
such feedback easier.

 Employees enabled to take control of their careers- by receiving detailed and constructive feedback on
weaknesses and strengths in various areas, employees can gain a realistic assessment of where they should go with
their career.

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 Risks of Implementing 360-Degree Feedback
Systems
„ Negative feedback can hurt an employee’s feelings, particularly if those giving the feedback do not offer
their comments in a constructive way.

„ The system is likely to lead to positive results only if individuals feel comfortable with the system and
believe they will be rated honestly and treated fairly. User acceptance is an important determinant of the
system’s success.

„ When very few raters are providing the information, say, two or three, it may be easy for the employee
being rated to identify who the raters are. When anonymity is compromised, raters are more likely to
distort the information they provide.

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 Risks of Implementing 360-Degree Feedback
Systems
„ Raters may become overloaded with forms to fill out because they need to provide information on so
many individuals (peers, superiors, and subordinates).

„ Implementing 360-degree feedback system should not be a one-time-only event. The system should be
in place and data collected over time on an ongoing basis. The implementation of ongoing 360-degree
feedback systems is sometimes labeled a 720-degree feedback system, referring to the fact that the
collection of 360-degree data takes place at least twice.

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Characteristics
of a Good System
PRESENTER: BEBSCEL GERALDIZO
ANONYMITY

OBSERVATION OF EMPLOYEE PERFORMANCE

FEEDBACK INTERPRETATION

FOLLOW-UP

USED FOR DEVELOPMENTAL PURPOSE ONLY

AVOIDANCE OF SURVEY FATIGUE

EMPHASIS ON BEHAVIORS

RATERS GO BEYOND RATINGS

RATERS ARE TRAINED

8.3.3
• Anonymity. In good systems, feedback is anonymous and confidential.

• Observation of employee performance. Only those with good knowledge and firsthand
experience with the person being rated should participate in the process. There is no point in
asking for performance feedback from people who are not able to observe performance.

• Feedback interpretation. Good systems allow the person being rated to discuss the
feedback received with a person interested in the employee’s development.

• Follow-up. The information gathered has little value if there is no follow-up action. Once
feedback is received, it is essential that a developmental plan is created right away.

• Used for developmental purposes only (at least initially). When 360-degree feedback
systems are used for administrative purposes such as promotions and compensation , raters
are likely to distort the information provided. 35
8.3.3
• Avoidance of survey fatigue. Survey fatigue can be avoided if individuals are not
asked to rate too many employees at the same time.

• Emphasis on behaviors. Although systems can include feedback on both behaviors

(competencies) and results, it is better to emphasize behaviors.

• Raters go beyond ratings. In addition to providing scores on the various dimensions,

raters should provide written descriptive feedback that gives detailed and constructive
comments on how to improve performance

• Raters are trained. As in the case of providing evaluations for administrative purposes,
raters should be trained. Mainly, this includes skills to discriminate good from poor
performance and how to provide feedback in a constructive manner.

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 “One of the tests of leadership is the
ability to recognize a problem before it
becomes an emergency.”
-Arnold H. Gaslow

Thank you all for listening!!

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