Learn about managing the development of employees. What does career development include? What steps are associated with Individual Development Plans? What activities can managers create to develop employees? What development-related activities should employees request?

1. Guide to Employee Development
1 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
Catherine Mercer Bing
Managing Director,
ITAP Americas, Inc.

2. Can We….?
• Iden8fy employee skills and capabili8es?
• Iden8fy employee gaps or interests for growth?
• Encourage employees to take responsibility for developing
their interests?
• Free up 8me to give employee development
opportuni0es?
• Iden8fy development needs across the organiza8on for
groups of employees and serve these needs?
• Encourage employee to self-iden8fy for development
opportuni0es?
• Leverage what employees learn by having them share
their knowledge and or mentor other employees?
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3. Managing Development
• Career development includes:
– What employees do (job descrip0ons, func0onal
competencies, performance management, dialog
about expecta0ons)
– How they do it (behaviors, emo0onal intelligence,
360 feedback, behavioral competencies)
– Individual development plans (IDPs)
– Tracking progress and performance
– Rewarding development
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4. The Steps for Comple8ng an Individual
Development Plan (IDPs)
1. Employee Developmental and Career Goals:
– The employee should draR his/her plan then meet with the
supervisor.
– The employee and the supervisor work together to finalize the
goals for successful performance in the employee’s current
posi0on and the employee’s short- and long-term career goals.
2. Developmental Objec8ves:
– Describe what the employee needs to do this year to work
towards his/her goals.
– Objec0ves describe what the employee needs to learn in order
to reach his/her goal.
– Iden0fy each objec0ve as either C = Current; ST = short term and
LT = long term growth.
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5. The Steps for Comple8ng an Individual
Development Plan (IDPs)
3. Determine a method of learning and a learning 8meframe:
– Determine what type of learning/ac0vity/training/prac0ce is needed to
accomplish all developmental goals. It could consist of On the Job
Training (OJT), classroom training, working with a coach, shadowing
others/vaca0on coverage, cross-training, mentoring or a combina0on
of methods.
– Iden0fy the proposed dates for the agreed upon approach; es0mate
the cost of the ac0vity (if any); track the status.
4. Review and Modifica8ons
– The employee should drive the review process by reques0ng a mee0ng
with the supervisor and giving periodic status updates.
– The plan should be reviewed when a milestone is achieved and/or
modified in response to the changing needs of the organiza0on.
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6. Sample IDP Format
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Employee Name Posi8on / Title Office Phone Mobile Phone Email / Other Address
Supervisor Name Supervisor Title Office Phone Mobile Phone Email / Other Address
Goals Development (in Current Posi8on) Short-term Career Goals (6 mo. to 1 year) Long-term Career Goals (2 - 3+ years)
Development Objec8ves: What do you need to
do this year to work towards your career goals?
(Please iden0fy each career development goal with
either a C = current career development goal, ST =
short term career development goal or LT = long
term career development goal.)
Development Requested (training,
assignments, projects, details, etc.)
Proposed Dates Es8mated Costs Date Completed
Support Requested: What support do you need to
work towards your career development goals?
Planned Ac8vi8es, Resources, other Proposed Dates Es8mated Costs Date Completed
Notes: Employee Signature / Date
Supervisor Signature / Date

7. Some Clarifica8ons…
• Training is what is offered by someone
(classroom/webinar) / something (such as
on-line) to facilitate one’s learning
• Learning is what one does (for example
using behaviors or knowledge gained in a
training program or through reading)
• Development may be training, on the job
experience, working with a mentor or
coach or other ac0vi0es
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8. Sample Ac8vi8es Managers Can Create
• Crea0ng rota0onal/bridge assignments (fill a vacant
posi0on temporarily)
– Job shadowing
– Vaca0on coverage
– Remote assignments (at loca0ons other than home loca0on)
• Co-partnering (e.g., co-team leading)
• Sedng up lunch and learn (as par0cipant; as presenter)
• Approving conference aeendance
• Recommending specific cer0fica0ons
• Providing business simula0ons
• Giving your “edge dwellers” a voice/plaiorm
• Iden0fying the curious employees. S0mula0ng that
curiosity/opening the doors for innova0on
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9. Sample Ac8vi8es Employees Can Request
• FINANCE:
– Manage a project’s budget to develop financial and budge0ng
competencies
– Review the budget of a project they’re working on and make
recommenda0ons
– Propose a cost-cudng proposal
– Create financial strategies that aim at maximizing quality and
efficiency
• PROJECTS:
– Take responsibility for wri0ng or repor0ng on project deliverables
– Lead a project team/manage a group in which the other members
have the exper0se
– Lead a project that requires innova0on
– Lead a division-wide project or taskforce that has policy implica0ons
9 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.

10. Sample Ac8vi8es Employees Can Request
• PEOPLE MANAGEMENT:
– Assume a divisional liaison role with HR on processes for:
• Outreach and recruitment
• Managing people issues
• Chairing a selec0on commieee to fill a posi0on
• Serving as a mentor
• Serving as a back-up contact when the supervisor is not available
• Speak at a mee0ng
• Present at a conference
• Run for a posi0on in a professional associa0on
• Shadow one of the execu0ves at a board or senior
execu0ve mee0ng
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11. Other Interes8ng Ideas
• Arrange, hold and facilitate discussions with supervisors and
peers
• Defend your work in a fishbowl forum
• Create a “let’s see if we can break it” challenge
• Write a risk management strategy and con0ngency plans for your
project
• Get involved with draRing a mock contract
• Seek opportuni0es to give presenta0ons par0cularly to non-
specialist audiences
• Volunteer to par0cipate in Commieees, Taskforces, Advisory
Teams, Focus Groups or volunteer for a Special Assignment
(could be observer, par0cipant and/or some collateral duty)
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12. Other Interes8ng Ideas (con8nued)
• Sign up for volunteer ac0vi0es outside of work (e.g.
take on leadership or teaching roles)
• Offer to conduct informa0onal interviews
• Take an internship
• Create an "affinity group" by bringing together a group
of colleagues with similar interests to discuss issues and
strategies
• Create a reading/discussion group by invi0ng colleagues
to come together to share and discuss relevant ar0cles
(e.g. on innova0on)
• Provide training to colleagues on a topic or skill that you
have just learned or have mastered
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13. Summary
• On the job development ac0vi0es may be
more effec0ve than sidng through a training
program
• Employees are the most likely ones to iden0fy
what they want or need to develop
• Leaders need to be open-minded regarding
what development opportuni0es interest
employees
13 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.

14. For More Informa8on About…
• Development Ac0vi0es
• ITAP’s Alliance (Global Consul0ng Group) Capability
• ITAP’s Instruments
– Culture in the Workplace Ques0onnaire™ (CWQ)
– Team Ques0onnaires measuring Human Process Interac0ons
• Global Team Process Ques0onnaire™ (GTPQ)
• Organiza0onal Team Process Ques0onnaire™ (OTPQ)
• Ac0on Learning Team Process Ques0onnaire™ (ALTPQ)
• Other
– Characterorama Ac0vi0es à
– Learn1Thing Portal
– Talent Poten0al Analysis
– CybeHR App
Contact ITAP at 1.215.860.5640
©2016 ITAP Interna0onal, Inc. All Rights Reserved.

15. 15
Building a Culture of Safety:
How cultural values impact attitudes about risk
and safety and what you need to consider to
ensure safety in your workplace.
1
© 2013 ITAP International, Inc. All Rights Reserved.
©2016 ITAP Interna0onal, Inc. All Rights Reserved.

16. • The Culture in the Workplace Ques0onnaire™ (CWQ)
For Individuals and Teams:
• Global Team Process Ques0onnaire™ (GTPQ)
• Organiza0onal Team Process Ques0onnaire™ (OTPQ)
• Ac0on Learning Team Process Ques0onnaire™ (ALTPQ)
For Teams:
• E-Strategy Mapper
• TPQ Series of Tools
• CybeHR
For Organiza8ons:
16
©2016 ITAP Interna0onal, Inc. All Rights Reserved.
ITAP Tools List…

17. Improve Your Team’s Performance
• Ordering a team assessment:
q Call ITAP to set up questions: 1.215.860.5640
q Each team member will receive a link to the Team
Process Questionnaire™ (TPQ)
q The TPQ takes 20 minutes to complete
q The cost is $500 / team
Inquire about licensing the TPQ and becoming
certified in using this or other ITAP tools.
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What Pulls
Teams Apart?

18. To order copies of my book…
©2016 ITAP Interna0onal, Inc. All Rights Reserved.
Learn more about team success in Many
Cultures, One Team by Catherine Mercer
Bing (2015)
Enter promo code OneTeam to receive 20%
off from Technics Publications website,
http://www.TechnicsPub.com

19. Catherine Mercer Bing
Managing Director
ITAP Americas, Inc.
ITAP International, Inc.
353 Nassau Street, 1st floor
Princeton, NJ 08540 USA
(W) 1.215.860.5640
http://www.itapintl.com
19©2016 ITAP Interna0onal, Inc. All Rights Reserved.