Discussion Questions and Summary
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Competency Method(s) for Development Target Date Practice On-the-Job Performance Analysis Skills Read First Things Fast: A Handbook for Performance Analysis by Allison Rossett Purchase by:9/1; Read by:10/1 Determine performance gaps for printing services department Attend Analyzing Human Performance, ASTD, (703) 683-8100 Register by:9/15 for 10/25–28 workshop Questioning Skills Attend Data Collection Techniques workshop, Management Concepts, (703) 790-9595 Register 8/1 for 8/15 workshop Develop survey for printing services department.
Figure 8-1 Portion of a sample individual development plan.
A portion of a development plan appears in Figure 8-1. One final step is to review the entire plan and determine if it is achievable. Over-committing is easy to
do in your eagerness to achieve success. The repercussions of an unachievable development plan can be self-defeating. Trying to acquire too much knowledge too fast could lead you to feel overwhelmed and thus discourage future development efforts. Trying to commit to more development opportunities than you have time or funding for could also prove to be disappointing. On the other hand, not committing to short-term development goals can lead to apathy about the transformation. Review your plan and make adjustments, as necessary. Keep in mind that an individual development plan is not a static document. It should be updated as your priorities shift and as your resources for development change.
Step 3: Take ActionStep 3: Take Action
Once you have your development plan formulated, it is then time to put those plans into action. Buy the books and enroll in the workshops. Schedule time for reading or other self-study options. Look for creative ways to practice new skills in the workplace. Keep managers, peers, and direct reports informed of the new competencies that you are acquiring and hoping to demonstrate in the workplace. Solicit feedback from those who can observe you in action.
Continually revisit (at least monthly) your development plan, and make adjustments as necessary. You may want to consider seeking a development coach who can keep you focused on your long-range development goals and who will continually encourage and support your development efforts. This could be your manager, a colleague, a mentor, or an external coach who can help you stick to your development plan and ultimately guide you to a successful transformation into your broadened performance improvement role.
Following this prescribed process will have you placing on your business card, before you know it, a title like Performance Consultant, Performance Technologist, Performance Improvement Consultant, HPI Consultant, or whatever seems to work for you and your organization.
Summary
This chapter shared the true stories of how some experienced HPI practitioners transitioned into the field of HPI from previous careers. This chapter went on to describe a three-step process for individual development. The steps are: (1) assess your competencies, (2) plan for your development, and (3) take
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action. The chapter described some strategies for carrying out each step in that process. Use Appendix II to assess your competencies. Use the resources in Appendix III to help you—and your training department— to build your HPI competencies and thereby provide the foundation for improving performance in your organization.
References
Bassi, L.J., Cheney, S., and Van Buren, M. (1997). Training Industry Trends 1997. Training & Development, 51(11), 46– 59.
Galagan, P., and Wulf, K. (1996). Sign of the Times, Training and Development, 50(2), 32–34. Gill, S.J. (1995). Shifting Gears for High Performance. Training & Development, 49(5), 25–31. Gordon, J. (1992). Performance Technology: Blueprint for the Learning Organization? Training, 29(5), 27–36.