2. Performance Development Planning (PDP)

3. Agenda – Staff session Overview (15 min) What is it, why do it
What’s different
Career Planning and Development (45 min)
Preparing for the annual Performance Review (20 min)
Performance Process and Form(s)
The objective of todays session is to align everyone to the same level of understanding about what performance development is. For some of you parts of this will be a review and for others it may be new information. In addition, we will be talking about PDP and how it supports the career framework.
This is alot of information in a 1.5 hour session, but it is a good overview....

4. Overview
We are the creative force of our life, and through our own decisions rather than our conditions, if we carefully learn to do certain things, we can accomplish those goals.
Stephen Covey
When developing the career framework we found out from the four pilot groups that:
Different levels of understanding in terms of Performance Management versus Performance Review
Not all Managers/Staff do coaching, 1:1’s or performance reviews
A variety of performance review tools are used
Perception that performance management used to correct a performance problem
It was therefore critical to the success of the Career Framework adoption, that we include performance development planning in support of individual’s ongoing development and career aspirations.

5. What is it? Performance Planning Performance Review Ongoing Coaching
Dialogue between manager and staff to set clear, specific performance expectations at the beginning of cycle
Performance Review
Two way discussion and written document focusing on staff performance, areas of excellence, goals for improvement and development needs
Ongoing Coaching
Two way discussion which focuses on recognizing excellence and areas for improvement and learning as well as barriers to performance
Performance Criteria
Information which provides the foundation for performance – job description, organizational goals, competencies, standards
Feedback
Ways in which feedback can be collected which may include peers, clients or 1:1 between Manager and staff
Evolution of Performance Management
Initially, performance management was a process that consisted primarily of an annual performance appraisal that line managers viewed as being required by HR and complied accordingly.
Today, performance management is one of the principle tools executives, line managers and employees use to achieve collective goals. Performance Management is more than completing an annual appraisal of an employee’s performance; it is:
an on-going method of both managing and developing employees across the institution
process provides focus, aligns employee goals with overall goals of the institution
provides periodic feedback and assessment that motivates and reinforces behaviour
guides important training and development of critical skills and competencies

6. Overview – Why do it?
To create and foster an ongoing, two-way communication process which:
clarifies expectations and how you contribute to the overall success of the organization
helps you reach your personal and professional goals through skill development
integrates consistent ongoing feedback and coaching practices designed to support your development targets
Performance development planning is one of the most powerful tools available to you to take command of your own development to increase performance, increase personal satisfaction and create a plan for yourself for ongoing development within the current job and for career aspirations

7. What is different Shared vision, governance and framework
Builds a system that builds performance to meet organization needs
Keeps a forward focus on the shifts in skills that are needed for employees to succeed
Links to other systems (training and development, communities of practice)
Moving from:
hoping that what we are building and delivering aligns to the UBC goals as well as the goals of our stakeholders.
dwelling on past performance
as a stand alone activity to manage poor performance
limited focus on continued and persistent improvement
a mostly technical-focus skills organization to a more holistic one which includes not only what you do, but how you do it.
Identifies desired culture, behaviours and style

8. Partnership between Management and Staff
Understanding how you contribute to
the organization’s goals
Agreement on the targets which focus
on performance and behaviour
Agree on what the Manager will
do to help remove barriers and allow
you to excel
Agree on when you will meet throughout the year for coaching conversations

9. Performance Planning & Feedback
Knowing yourself is the beginning of all wisdom
Aristotle

10. Performance Planning Components
Expectations & goal setting
What is required in order to be successful in your job - understanding performance expectations and contributions for the future period
What are we trying to achieve and how you can contribute - understanding the department and organization goals
Leverage and build new capabilities
utilizing your existing strengths and capabilities to achieve the goals
What new skills, knowledge and competencies will you need to develop to be successful

11. Performance Planning – setting expectations
Specific
What is the desired outcome?
Measurable
How will you and your staff member know if the desired outcome has been achieved?
Attainable
Have you and your staff member discussed and reached consensus on the outcome?
Relevant
Are the assignments relevant for the position? Are they aligned with department or organizational goals?
Timely
When will the result be achieved?
Agreed with the staff member on:
What does “good performance” look like?
If you can’t measure it in a meaningful way, then don’t set it as an individual goal. Neither you nor the staff member will know when they have met it if it isn’t measurable in some way
What are some of the projects or assignments the employee needs to complete and what is the desired outcome?
What “observable behaviours” do you expect to see as the staff member completes the task or assignment?
What is a reasonable # of goals for an individual to achieve given IT is always changing and new things are always coming up? Do not set goals which are unattainable.

12. Think about...
Consider the six specific competencies related to your job:
What are some of the daily tasks or activities where these are performed? What does ‘good’ performance look like? Ensure you are clear.
What are some projects or assignments you may need to complete? What is the desired outcome? How will it be measured?
What “observable behaviours are important as you complete the task or project?”
Weave competencies into “how” they perform their duties or accomplish their goals.

13. Creating Development Plans
Develop or improve skills, knowledge or competencies in their current role
Acquire new skills, knowledge or competencies in current role relating to:
a new assignment,
change to role responsibilities,
introduction of new process or technology
Obtain new skills, knowledge or competencies in preparation for career development in a new role
Development plans could include and development activities which support development within their current role or for a new role. It is important here to set expectations on what is realistic for the organization to support.
Your development could be within your current IT group, within the greaert IT organization at UBC, or in an entirely different capacity. It just may require different support and resource to assist.

14. Creating a development plan
UBC’s
Objectives
Department
Unit Goals
Your current
Skills
Your
Development
(in current role)
Your
Aspirations
Development
Plan
NOTE: Managers will support what they can within your aspirations, but the owness is on you to take the necessary steps which may include informational interviews, taking courses etc. If a staff member wishes to develop outside the career framework, then they may need to seek other assistance, potentially through:
obtaining a coach in the UBC coaching program
contact UBC HR for recruiting opportunities
seek outside UBC assistance

15. David Lampron’s career path
Dave credits his communication skills, self- awareness, and humility – “I didn’t know everything, in fact I pretty well knew nothing, but I was very eager to learn” – for contributing to his successful career development.
“UBC did many things to support my career development: provided me with challenging work assignments, mentors to guide me, financial and motivational support to complete an MBA degree, and career progression opportunities”.
Career progression can be from:
Showing the enthusiasm and aptitude in current job and willing to learn new things in making a change when the opportunity presents
taking a more purposeful path in planning for a change – in this case an MBA

16. Your Manager’s role
FIRST AND FOREMOST - to ensure you have the expertise and training required to excel in your current position
WHERE POSSIBLE - support your career aspirations within IT by:
Helping you to ensure your aspirations are achievable in the organization (in alignment with strategy, business needs and technology roadmaps)
Facilitating introductions
suggesting appropriate development opportunities (timing, resourcing, learning methods)
Have a look at what IT jobs have been hired for in the last 6 or 12 months – it will help you identify what areas are growing. Look at the strategic plans, technology roadmaps – is this where IT is going at UBC?
If your career aspirations are outside IT or your unit, you can use tuition fee waivers or apply for APPS funds to help with education, contact UBC HR and see what resources they have available to you. Utilize the coaching service UBC provides......

17. Your role
To take ownership and initiative for your development within your current position and for your future career aspirations
for your current role – embracing change, welcoming feedback and extending yourself
for a new role - creating and owning a development plan for yourself

18. Steps to your development plan
Assess where you are (self assessment)
Determine where you want to be (career framework or other)
Develop steps on how to get there (development activities – self learning, courses, mentoring)

19. Step one – self assess Identify:
Your strengths – what are you good at?
Your interests – what motivates and inspires you?
Your preferences – what are the places, people and things that you value - time, location, type of work, style, earnings, flexibility
Your personality type or working style – introvert vs extrovert, thinking vs feeling etc
Where you can add value to the organization – what does the organization need to be successful and how can you contribute

20. Self Assess..... Self assessment tools: Strengths Finder Myers Briggs
EQ-i – Emotional Intelligence
Seek feedback from your:
manager
peers and coworkers
clients
where you volunteer
Feedback could be in the form of informational interviews with others

21. Feedback
Actively participating in 1:1’s with your manager and seeking feedback
Take advantage of coaching opportunities
Put aside ego – we all have
opportunities to grow, learn
something new, and gain new
perspectives

22. Feedback & staff development
Acknowledge the strengths
Focuses on the actions required to move forward
Identifies plans to overcome obstacles
Helps you to achieve your goals
Fosters a productive working relationship.
helps reinforce positive work skills and habits
Feedback helps you to feel.....
You fit
You’re clear
You’re supported
You’re valued
You’re inspired
Coaching conversations go from telling to listening; hierarchical to collaborative; judging to accepting

23. Step Two - where do you want to be?
Applications Development
AV Services
Business Analysis
Client Svs
Database
Enterprise Architecture
Leadership and Management
Network Analysis
Project Management
QA Analysis
Support Analyst
Systems Analysis
Systems Administration Ex H G F E2 E D C B A
In the last count we did, we have over 600 M&P IT positions on campus. Add to that other IT groups such as Learning Technology, Non-union Technical it is likely we have closer to 700 IT positions.....so, lots of opportunity if you want to build a career in IT.
You will find on the website, details about the career framework, career ladder definitions and job descriptions which will give you an idea of core duties and competencies related to each position in the framework.
For further afoot at UBC – you can look at the job families on the HR website and gain an understanding of the types of jobs available. And, of course UBC careers website for any postings.

24. Step Three – Create a development plan
On the career framework website
Assess Development Needs
Plan Development Activities
Implement Plan
Monitor Progress
Celebrate Success
Two development plan template alternatives and instructions
Tips for staff
Competency Resource guide for development competencies
I’d like you each to write down one thing that you feel you could develop within the job you are currently in
How would you go about learning that skill or competency?
Ask a few to share.....
Many examples are on the web, and we will send you some links after the course.

25. Steps Perform self-assessment Identify development opportunities
Initiative some self-development activities
Take on some new tasks
Do some self learning – reading, courses
Discuss with your manager. See what your Manager can do to support your development.
Discuss best learning methods, agree on outcome and timeline
Track progress and celebrate success!
Some of the things that your Manager will need to consider for your development plan:
show initiative – offer to take on some additional tasks. Illustrate your commitment by performing self-learning
is the primary focus for development opportunities required to do the current job they hold?
what amount of time/resources are available for mentoring opportunities?
is the development within the IT Career Framework and technology roadmap and their area of expertise to be able to support ?the time and resource requirement to support development for a new role in another area
Consider outcomes. If you wish to take a course, look for appropriate certification and opportunities to share knowledge with the rest of the team. If you are looking for opportunities to shadow someone or be mentored – identify what you want to learn up front and how you might share knowledge with the rest of the team. Look for opportunities within your current job to leverage what you’ve learned in preparation for a new job.

26. Coaching Video http://www.youtube.com/watch?v=K2bZyIqMPTI
If you have more than 2 hours, this video is possible....

27. Performance Review
“I’d like time to share my ideas and opinions and have a hand in the performance review”
“ by the time the performance review comes, all the good work I’ve done isn’t remembered”
“ while money is important, I’d like to know that what I do is valued, important and contributing to something bigger”
ASK – what has been your experience with performance reviews in the past – either at UBC or other. What was positive, what was negative?
Photo is from the show “The Office” where the employee puts together a campaign to show his manager how good he is, rather than the manager being pro-active in encouraging and acknowledging great performance.

28. Preparation for the discussion
Reflect on the past year. Summarize your progress over the past year, the goals you’ve met, areas of excellence and areas for improvement. Include examples.
Prepare a development plan which includes
opportunities to excel within your current position and add value to the organization
Career aspirations you may have
There are two sheets at the front of the form that walk you through some self-analysis
If you are having difficulty with the preparation sheets, ask your Manager or Jenny if you can walk through this together in advance. This isn’t a quiz – it is to ensure you have time to reflect, feel prepared and get the most out of the meeting.

29. What will be covered in the meeting
your self assessment on last year’s performance and goals. Discussion which includes your manager’s observation and assessment.
your aligned job description and job title. Overview of competency proficiency
your department’s goals and discussion/agreement on your individual goals. Your manager will identify how your individual goals contribute to the overall dept/unit goals.
your development plan
agreement on meeting throughout the year for 1:1’s
Even if you work closely with your manager, be sure to have a regular 1:1 face time with them. This will allow you the time to share their opinions, feelings, challenges in a private setting.

30. Desired Outcomes
Identified how your performance compared to the expectations that were established.
Provided feedback on how your performance is helping the group achieve its goals.
Motivated you to continue doing what you do well, building on your strengths and improving your performance where needed.
Identified barriers to performance and how to address them.
Agreed on your development opportunities and activities.
Completed the annual assessment that is required.
Review Performance Management Plan (handout form)

31. Resources Creating and Using a Development Plan
Personal Career Development Plan templates
Coaching
UBC learning and development programs
Many other generic development plans can be found by googling as well