Ragenald Moos attended a supervisory development program where his competencies were assessed. He demonstrated strengths in areas like action orientation, analysis, and planning. Growth areas identified included engaging and empowering his team by involving them more in decision-making and not taking over their work. An action plan was created focusing on coaching his team and holding them accountable to build their ability to work independently.

1. Private and Confidential
SUPERVISOR DEVELOPMENT
CENTRE
SUPERVISORY DEVELOPMENT
REPORT FOR:
RAGENALD MOOS
AUGUST 2016

2. Supervisory Development Report: Ragenald Moos
August 2016
Page 2
Directorate Safety & Security
Department Traffic Services
Designation Inspector
Date of Compilation August 2016
Report compiled by Joan Heynemann (Psychologist / PS0049646)

3. Supervisory Development Report: Ragenald Moos
August 2016
Page 3
Introduction
The candidate attended the Supervisor Development Centre of the City of Cape Town. This report captures the candidate’s main strengths and
growth areas per competency, based on his/her performance on a number of simulation exercises administered during the centre. It also
indicates progress made during the centre. Key development priorities and suggestions are furthermore included.
The rating scale used in this report is depicted below:
Description Definition
Strength Consistently demonstrated all the behavioural indicators and more
Competent Consistently demonstrated most of the behavioural indicators in most situations
Coaching Demonstrated some of the behavioural indicators in some situations
Development Demonstrated few / none of the behavioural indicators

4. Supervisory Development Report: Ragenald Moos
August 2016
Page 4
Introduction to Personal Development Planning
This Personal Development Plan forms part of an integrated process to optimize individual growth in the organization. Employees have been
assessed against a competency framework relevant to their function/discipline and the areas of strength, as well as the growth areas which were
identified during this process, are summarized in this document. The purpose of this document is to provide a supporting tool to employees and
managers which can be utilised to facilitate a developmental discussion and the alignment of development needs with relevant actions to address
those needs.
The document consists of the following sections:
• Competence analysis
• Action Plan
What needs to happen?
In order to optimize the development process, the following steps need to be followed:
Step 1: Diarise your appointment for the PDP discussion.
Step 2: Prepare for the discussion.
Step 3: Conduct the Personal Development discussion.
Step 4: Obtain agreement on Action Plan.
Step 5: Implementation of Action Plan.
Who will be involved in the process?
Personal development planning is mainly the responsibility of the individual employee. The role of the Manager is to facilitate this process through
creating a learning environment and providing guidance and support to optimize the experience.

5. Supervisory Development Report: Ragenald Moos
August 2016
Page 5
How to use the document
Step 1: Diarise your appointment for the PDP discussion
Ensure that the appointment is made in advance to provide enough time for preparation on both sides.
Step 2: Prepare for the discussion
Both the manager and employee should prepare for the discussion to follow, by working through the Competence Analysis section.
• Familiarize you with the competence analysis information – this is a summary of the results obtained during the self assessment
and competency assessment process and provides feedback on areas requiring development as well as areas of strength. Feedback is
structured according to the following competency clusters:
o Professional competencies (assessed through self assessment).
o Personal, Public Service Orientation and Leadership competencies (assessed through the in-basket and personality questionnaire).
• Prioritize the competencies you would like to develop:
o Identify the one or two competencies that are most critical to your performance in your current role which you would like to
develop.
o If you have aspirations to progress to another or higher level role, identify the one or two competencies that will be most critical to
performance in that role which you would like to develop.

6. Supervisory Development Report: Ragenald Moos
August 2016
Page 6
Step 3: Conduct the Personal Development discussion
At the beginning of the conversation, the manager should set the tone for the conversation – it should be informal, but professional and serious.
Both parties should discuss and obtain agreement on the purpose and expected outcomes of the conversation.
They should then work through their preparation notes and unpack the areas which require development in order to identify the key development
needs.
They should also discuss the areas of strength and explore ways in which these strengths can be applied to enhance growth on a personal level
and create value to the organization.
Step 4: Obtain agreement on the Action Plan
The Action plan section should be completed after agreement has been reached on the identified development needs. Possible interventions can
be discussed and the employee should be clear on what the measurement of success will be.
The Action Plan with agreed interventions, time frame and cost implications should then be completed, a copy should be filed and the plan should
be converted into actions.
Step 5: Implementation of Action Plan
The employee should take responsibility for the implementation of the plan. Any changes or stumbling blocks should be discussed with the
manager and adjustments should be made if needed.

7. Supervisory Development Report: Ragenald Moos
August 2016
Page 7
What’s in it for you as an employee?
To those who want to develop themselves, Warren Bennis has laid out a clear challenge: “Know thyself” was the inscription over the Oracle at
Delphi. And it is still the most difficult task any of us faces. But until one truly know yourself, strengths and weaknesses, know what you want to
do and why you want to do it, you cannot succeed in any but the most superficial sense of the word.
Personal Development Planning is a process by which an individual can manage their own development through a process of reflection and
structured planning on how they can meet their own goals. Knowing where you stand and what are some of the changes that lie ahead is
essential information for creating a personal development plan, but this knowledge in its own is reactive and, therefore, not sufficient. It’s like
leaving from a port knowing only that you don’t want to be where you are, maybe knowing the stop, but not really knowing where you want to
end up. Just as leaders must provide their constituents with a tangible vision of what can be, it’s helpful for individuals to think through what
they want to achieve before they put together a developmental plan to achieve it.
It all begins with awareness – as you grow in awareness, you will understand why you feel and behave as you do. This understanding gives you
the opportunity and freedom to change those things you’d like to change about yourself and create the life you want. Without fully knowing who
you are, self acceptance and change become impossible.
A few tips towards growing your awareness:
• Gain clarity on what you really want
• Set and hold conscious intentions to obtain your goals
• Spark your creativity, have fun and enjoy your life
• Effectively use your imagination and stretch your mental abilities
• Apply focus, concentration and discipline to improve your productivity
Good personal development planning will help you achieve your potential and is a powerful method to grow and so enable you to achieve more,
faster and more effectively. It can be daunting, but with the right approach, it can be highly satisfying and even fun!

8. Supervisory Development Report: Ragenald Moos
August 2016
Page 8
Competency
(refer to annexure 1 for
definitions)
Rating Strengths Development areas
Action orientation Strength
• Ragenald’s personality preferences indicate a very
strong preference for taking control of his
situation and working to demanding goals and
targets. He enjoys moving into decision making at
a relatively fast pace, being busy and is quite
prepared to follow his own approach (acting
independently) when required
• This is supported by the simulation exercises
where he demonstrates a clear sense of urgency
to get things done. He takes action and
responsibility without being prompted and
presents himself as firm and in control
• His approach is decisive and he is able to
communicate his views clearly
• Actions taken are preventative in nature and
considers the longer term
Analysis and problem solving Strength
• Ragenald is analytical in his approach. He gathers
additional information to understand the full
picture, checks the validity of information and
makes links between related information to get to
underlying issues and patterns
• He generates workable solutions and his decisions
addresses the full problem
• He demonstrates logical reasoning and good
judgment
Communication – verbal and
written
Competent
• Demonstrates good language, grammar and
sentence construction
• He organises and presents his responses in a
structured manner
• Responses make sense; easy to follow
• Communicates message in a concise manner, yet
he manages to communicate the full message
• Projects voice clearly and appropriately and
maintains appropriate pace

9. Supervisory Development Report: Ragenald Moos
August 2016
Page 9
Client Orientation Competent
• Ragenald has a strong awareness of the client. He
acknowledges and apologises for lack of service
delivery and takes personal responsibility for
resolving client service issues. He also provides
accurate information to clients in order to create
understanding
• He provides progress feedback and monitors client
satisfaction
• Needs to ensure that he verbalises /
communicates clear service standards to his team
Direction Setting /
Leadership
Competent
• Ragenald’s personality preferences indicate a clear
preference for taking a leadership position. He
enjoys taking the lead, setting direction and
influencing others
• This is supported in the simulation exercises
where he provides his direct reports with clear
direction, what needs to be done to achieve
objectives, and sets clear performance objectives
and standards. He delegates tasks (what needs to
be done by when) and holds others accountable
for performance
• He provides some support and recognition and is
generally constructive in his approach
• He may need to learn to elicit more input from his
team – thus inviting suggestions and making
them part of the decision making process
(supported by personality preference)
• He may also focus more on engaging and
empowering others by providing more recognition
and motivation where required
Interpersonal Relations Competent
• Ragenald’s personality preference indicates a
highly socially confident individual, who enjoys
the company of others and who is helpful and
supportive of others
• He recognises key role players and responds to
their communication / queries / concerns and
actively builds personalised relationships
• He presents himself as approachable and relates
in a professional and appropriate manner to
others
• He displays empathy and understanding and
listens attentively
• Ragenald may need to guard against his
competitive nature as this may impact his
relationships negatively at times. Needs to realise
that not everybody is as driven in approach

10. Supervisory Development Report: Ragenald Moos
August 2016
Page 10
Planning and Organising Competent
• Ragenald’s personality preferences indicate a
strong preference for working in a structured, rule
based environment where he can take control
• This is supported in the simulation exercises
where he develops effective plans and schedules;
prioritises work for self and others and clearly
allocates resources to implement decisions and to
perform work
• He displays effective dairy management
• He sets clear timelines and generally follows up
on work in progress or implement ways of
monitoring progress against requirements
• He may ask for feedback and institute ways to
monitor progress more consistently
Resilience Competent
• May find it easy to switch off from work pressures
• May nearly always feel calm before important
occasions
• Likely to maintain a very positive outlook
• Is as likely as most to retain a moderate degree of
control over emotions
• May be a little sensitive to criticism or negative
feedback
.

11. Supervisory Development Report: Ragenald Moos
August 2016
Page 11
Key Strengths Main Growth Areas/ Concerns
• Highly driven, takes responsibility and ensures that
issues are resolved in a timeous manner
• Strongly analytical and ensures that he get to root
cause of a problem
• Clear direction setting and delegation
• Able to make plans and provides sufficient detail to
ensure execution of plans
• Resilient and able to cope with life’s demands
• Needs to focus more on engaging and empowering others
in order to inspire and motivate
Please note that a number of the City’s employees have been trained by the University of Stellenbosch Business School as coaches. These
coaches are available to assist you with your personal development journey. For more information please refer to the Human Resources section of
the City’s internal website and then select the Coaching option from the column on the right-hand side of the page.

12. Supervisory Development Report: Ragenald Moos
August 2016
Page 12
Recommended Action Plan
Identified Developmental
Areas
Recommended Interventions to
address (Actions)
Measurement of success (How
will I know I am competent)
Time-
frames
Cost Implications
Mid year
review
Annual
review
Engaging and
empowering others
Be clear on the context of why
something needs to happen – create
understanding for the importance of
the task
Ensure that people know what is
expected from them and allow them
then space to execute accordingly –
trust that they are able to deliver to
expectations
Monitor execution, but not become too
actively involved in the execution. Step
back and withhold self from doing the
work for others if they are not coping
or willing to do it. Rather coach them
how to execute
Hold others accountable for their own
delivery - refrain from rescuing others
May assign a coach to assist and to act
as a mirror

13. Supervisory Development Report: Ragenald Moos
August 2016
Page 13
Annexure 1
Competency name Definition
1. Action orientation Display high work ethic in setting and achieving challenging goals, meeting deadlines
and keeping promises. It manifests itself in one’s ability to stay focused on task, to
be energetic, persistent and reliable.
2. Analysis and problem solving The ability to develop a detailed and integrated understanding of issues and
opportunities through information gathering, analysis and integration of available
information. Demonstrates the ability to consider options and apply sound judgment,
creativity and preventative thinking in solving problems and making decisions.
3. Communication – verbal and written The capacity to listen attentively, grasp issues, present information in a clear manner
and respond appropriately to verbal and written communication of others. Oral - The
ability to articulate concepts in an understandable, convincing manner. Written - The
ability to present written information in an understandable manner for specific
audiences.
4. Client Orientation Understands the service needs of a client/customer (internal or external) and actively
focuses on anticipating, meeting and exceeding the needs in a timely and appropriate
manner.
5. Direction Setting / Leadership The ability to create a clear sense of common purpose and vision for others with a
view to obtaining buy-in and commitment to the goals.
6. Interpersonal Relations The ability to establish and maintain productive relationships with people within and
outside of the organisation. The ability to deal effectively with others in an
antagonistic situation; using appropriate interpersonal styles and methods to reduce
tension or conflict between two or more people.
7. Planning and Organising The ability to plan broad activities linked to specific timeframes and then execute
these activities according to plan.
8. Resilience The ability to respond constructively to pressure/stress situations and persist with
goals despite obstacles and setbacks.