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Professional

Development Plan

‹ Develop Talent ‹ Professional Development Plan

A professional development plan documents the goals, required

skill and competency development, and objectives a sta�

member will need to accomplish in order to support continuous

improvement and career development. A professional

development plan is created by the manager working closely with

the sta� member to identify the necessary skills and resources to

support the sta� member's career goals and the organization's

business needs.

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Professional development for sta� members begins when a new

member joins your team. In addition, all sta� members should

have a "living" professional development plan in place. Planning

should not take place only after an sta� member is identi�ed as

needing improvement. Professional development plans should be

reviewed on an on-going basis throughout the year, with at least

one interim review discussion between the sta� member and

supervisor prior to the end of the yearly performance review

period.

FORMS TO CREATE A PROFESSIONAL

DEVELOPMENT PLAN

Performance Evaluation and Planning

(PEP) Form

Performance Planning and Review Form

Self-Assessment Form

Professional Development Planning Steps

Use the following steps to create a professional development plan

with your employee. Feel free to use the example professional

development plans (listed above) to assist you in the process.

Step One: Request a self-assessment from the sta� member

Step Two: Develop your assessment of the individual's skill

level

Step Three: Assess the department and organization's needs

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Step Four: Explore development opportunities with the sta�

member

Step Five: Record and analyze the sta� member's progress

STEP ONE: REQUEST A SELF-ASSESSMENT

FROM THE STAFF MEMBER

Have the sta� member complete a self-assessment of their

interests, skills, values, and personality. Use the sample

performance planning and self-assessment forms listed to the

right to assist in the process. When evaluating the sta� member's

responses, keep these questions in mind:

What skills, career opportunities, technologies interest the

individual?

Do those skills/interests/goals support the organization's

needs and goals?

What are the short and long term steps to get there?

STEP TWO: DEVELOP YOUR ASSESSMENT OF

THE INDIVIDUAL'S SKILL LEVEL

Based on the sta� member's self-assessment, their work record,

and your own observations, determine the sta� member's skill

level in the following categories:

Technical skills: skills needed to get the job done.

Social skills: how do they work with others?

Aptitudes: natural talents; special abilities for doing, or

learning to do, certain kinds of things.

 Attitude: outlook, feelings, mind-set, way of thinking, and

point of view.

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STEP THREE: ASSESS THE DEPARTMENT AND

ORGANIZATION'S NEEDS

In order for professional development to be successful, the sta�

member's needs and interests must be applied to address

organizational objectives. The sta� member's career path must

align with the organization's workforce needs. In creating a

professional development plan, consider the following goals:

Big Duke" goals

Departmental goals

Team goals

Individual goals

STEP FOUR: EXPLORE DEVELOPMENT

OPPORTUNITIES WITH THE STAFF MEMBER

Explore the professional development opportunities available at

Duke with your sta� member. Some examples include:

Professional Development Academy - The Professional

Development Academy is a center dedicated to providing

professional development training programs and resources

for sta� that supports identi�ed sta�ng needs across Duke.

The Academy o�ers long-term training programs with a

tailored curriculum designed to develop skills and

capabilities needed to �ll identi�ed job opportunities across

Duke.

New Projects & Responsibilities - Explore what new projects

and responsibilities the sta� member can assist with in their

own department. Sta� members can use such opportunities

to develop new skills such as web design, business writing,

and project management.

Workshops & Seminars - Learning & Organizational

Development o�ers a variety of workshops and seminars that

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help an sta� member develop their work and computer

technology skills

Educational Opportunities - There are a variety of

educational opportunities available at Duke and in the

Durham area. For a list of available resources, please refer to

Training.

Volunteer Opportunities - Volunteer opportunities can

present a unique way for an sta� member to develop certain

professional skills.  Search the Duke Today web site for a list

of volunteer opportunities at Duke (look under the

"Volunteer Opportunities" tab).

Mentorship - Interested sta� can be paired with mentors for

a variety of activities including information interviews,

shadowing, tutorials, etc. For more mentoring resources,

please visit the Mentoring @ Duke web site. The Professional

Development Academy can also provide assistance with

determining professional goals before you seek a mentoring

relationship.

STEP FIVE: RECORD AND ANALYZE THE STAFF

MEMBER'S PROGRESS

Collect feedback from the sta� member about their development

progress to assist in identifying what the sta� member is doing

well, build on their skills, correct any problems that may arise,

and help them develop new abilities that will improve personal

performance as well as organizational outcomes.

Use a Performance Log for tracking, recording and providing

feedback from the sta� member. Record dates, events,

expectations, and the impact of action steps on their

development. Make sure to record:

Observations of enhanced skills or knowledge and how they

were applied.

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Progress towards goals and objectives.

Observations where skills / knowledge could be applied - use

for future discussion.

Human Resources

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