A Better Way to Create Employee Development Plans - Part 2
The only thing dreaded more by a manager than writing an Employee Evaluation or a disciplinary action form is writing the Employee Development Plan (EDP). Â Itâs enough to keep a manager awake at night - but why? Â
In truth, of all the management or leadership development training a manager may take, development plans seldom get more than a 5 minute cursory mention. Â To write one well requires a great deal of planning, deep thinking and time from the manager and buy in by the employee. Â The pay off is great when executed well - both the planning and the learning. Â
In Part One you learned about Planning to Plan and Talking to your Team. Â Now itâs time to learn more about dealing with the data, writing the plan, and perhaps more importantly, the execution.
Youâve gathered a lot of data - company and individual goals, skills assessments, info on learning styles, obstacles, and more. Â How do you deal with it all? One piece at a time.
There are many forms available online that you could use, but a simple spreadsheet will work. Â List the big company goals in one column and what skills will be needed to complete in the next. Â This will become your template for dealing with the rest of the data.
Now you can start working on one team member at a time. Â If they already fulfill the skill requirement, note that. Â If not, note what they need to learn to to fulfill it (a course, upgrading, a mentor, etc). Â This will allow you to determine what courses or opportunities would be reasonable to bring the skills up to the required level.
Once you have the basics sorted out (Joe needs a class in Angular Bootstrapping, Sally needs a mentor to review and critique her work, Rob needs to visit an out-of-town factory), you can start finding options that will fulfill those needs. Â Perhaps Joe could take an online course, saving the company money on a course from an instructor, Mary could mentor Sally and Rob could make that visit while making sales calls in that area.
Selecting Courses and Certification Standards
On site or off site? Â Bring in an expert or use internal resources? In person, online or blended classes? Â What will work best? Â If you use online courses, how will you know what was covered? Â
Will certificates from an online course tell you all you need to know about the work the employee did? Â Many times they just state completion - a score might be shown, but not always. Â A portfolio is a great way of showing what a person has learned. Â Samples of work, notes, scores and more all in one! The downside to portfolios is that it takes time to build. Â
A combination of certificate and portfolio that has work shared by the provider might be the optimal choice. Â Beyond the Trusted Evidence, employees can add extra information if desired. Â You can learn more about course providers who offer these certificates here.
So far, you have created a form indicating what skills each person needs to improve, selected a few courses and now you are ready to prioritize and write the plan!
Prioritize, Prioritize, Prioritize!
What is the right way to prioritize? Do you start with the skills that require the most time and energy to improve or the least? Â If you want to keep your employees motivated, give them a mix! Having a few âeasyâ to complete tasks will boost their confidence, but too many and they will lose interest. Â If there are too many âdifficultâ tasks, they will lose motivation as they will feel like they are spinning their wheels. Â Striking a balance of achievable tasks will make the entire process more enjoyable.
Everyone talks about them - SMART goals. Â Everyone also has a slightly different version of the acronym, but basically they are Specific, Measurable, Attainable, Realistic, Time-balanced goals. Â Every piece of the EDP becomes a SMART goal.
S - The course to improve the skill
M - The expected grade or outcome (complete the course and deliver a reflections statement)
A - Ensure the course develops skills just a level above where the employee currently sits.
R - Are you as the manager prepared to give this person time every day/week/class to do their prep and assignments?
T - The course must be completed by X Date
Be prepared to state in writing who is responsible for what - booking the class, arranging time in the schedule for course work to be completed, etc. By including these details in the plan, both parties know what they are committing to and will be held accountable for achieving.
Before long, you will be ready to sit down with the team member and show them the plan. Â But before you get too comfortable with what is written, prepare yourself to meet with them over a draft version. Â You might discover that the team member has started taking a class online on their own time that ties into your plan as they realized when doing the skills assessment that they had some opportunities. Â Or, you might discover that the week you wanted to send them off to take a course out-of-town was the same week as the 15th anniversary trip they were planning on taking. Â With any luck (and buy in!), the team member was brainstorming training opportunities on their own and might have some (better!) ideas.
Once both parties are satisfied with the plan and prepared to commit, you should both sign copies of the plan and keep a copy. Â This will help both parties maintain accountability. Â
Youâve researched, reviewed and written the plan. Now itâs time to execute it.
Create an Environment for Learning, Development and Experimentation
The first step has to be made by you, the manager. You need to develop an environment that promotes learning and development. Â
Ensure that time is made available to take the courses/training - and that means to write it in on the schedule so that everyone knows from 10AM - 11AM on Wednesday, Fred will be working on a module.
Have the team talk about what they are learning in your meetings. Â Encourage them to ask each other questions, to learn from each other. Â
Highlight successes - âMary just completed her Marketing course with a score of 91%!â
Give people an opportunity to use these new skills!
One of the most important things you can do to promote a Learning Environment is to give your team a safe place to try (and possibly fail). Â Remember, we learn far more from our failures than we do our successes, by discovering where we went wrong. Â These projects may require more oversight by you or others you trust to be mentors, but everyone will learn something from it. Â Feedback will be required throughout the process - whenever possible, try not to give statements, but to ask questions that will help the employee discover alternative ways to solve a problem.
It is important that you check in with the employee multiple times throughout their EDP. Â Find out what is or isnât working (and ask for ways to improve the process!). Â Discover the successes and opportunities the employee faced. Â Get insights on the learning process by asking for reflections, certificates, sample work or an Accredible Certificate. Â Ensure the progress is occurring according to the timelines listed on the EDP. Â Learn what the employee might want to learn about next. Â This should not be done in tandem with their Review as this is a separate discussion, although successes and opportunities should be noted on the review. Â Â
By now, you should have a real appreciation for the prep work you executed to create the EDP. Â Your team should be growing stronger every week, working harder, better, and more efficiently. Congratulations!