Personal Development Plan - Essay Example

Name: Institution: Title: Personal Development Plan Professor: Course: Date of Submission: Introduction In developing an individual plan, the person needs to have a broad range of skills that relate to management and leadership. This has to base on the current role and situation, the individual has to priorities areas that needs much concentration and that the will drive his/her personal plans to the right direction for further training or advices where need be. It therefore remains important that, I first seek to identify responsibilities of my specified position as an employee and my supervisor in completing a personal development plan (Brandenburg, 2003, pg.28). This is can be reflected in developing a step-by-step guide process in creating a personal development plan (PDP). The PDP more often is developed by both employee and their leaders. As the plan is built, the employee and supervisor have to select learning activities in achieving these goals. Creation of a personal development plan focuses to achieve two main objectives. First it ensures that the employee maintains the current level of employee job proficiency, this is achieved through a continued training and development activities. Secondly, the employee charts career path by identifying new knowledge, skills and abilities to pursue while learning the activities needed to reach the established goals (Jensen, 2005, pg. 22). More importantly, the personal development plan has to build in a manner that supports the overall organization mission and career field needs. Develop a guide that will help me as an employee to: a) Analyze my personal career goals and objectives b) Learn how to create personal development plans c) Prepare a formal personal development plan d) Analyze the organization’s needs in a critically manner in order to meet my personal development planning actions e) Find and make use of resources for personal development planning The plan has to be a personal tailored tool describing objectives and activities for employee’s career development. Often these plans carry a win-win strategy for both at individual and organizational level. The plan benefits the employee, since implementing a personal development helps the identified employee enhance their knowledge, skills and experiences. Increased competence helps the employee achieve their individual goals both at personal level and that concerning their career. This is in line with aspects that are either inside the organization or of external nature (Bohara, 2007, pg.34). Achieving employee development improves the chances of organization benefits from the process as employee capabilities, work load planning and resume needs all work to reward an increased performance. It is proved that competent employee performance, when added improved morale and personal job satisfaction are actual bonuses that drive organization to a more effective and efficient performance. Personal Plan Change Excellent performance in the area mention results in improving my ability in assessing the gap between my current and future state of procedures and creating a structured roles in my duties. This will help in assessing risks and benefits associated with my strategies and plans in developing eventuality within my mandate as specified in my working roles. In designing a personal development plan, issues of short term as well as those dealing with long term deliverable measures have to be well taken care of. This therefore, calls for generating a system that is essential in monitoring and assessing progress. Applying the communication model strategy which requires that allows for individuals within a given organization to give feedback. This will help in identifying all areas that are specific to my duties, indicating the required training measures. The plan will take effect in supporting my needs and strategize on how to realize this necessity both to may job and on a personal level (Bernthal, 2006, pg.122). In order to improve in areas that are has identified weakness, advice from experts suggesting better and preferred models and methods for managing change in an effective way (Rughani, 2001, pg. 26). This calls for developing personal development plan, time to prepare this is critical since there some processes that work together in establishing the same objectives, these include: a) Performance appraisal b) Training needs analysis c) Career development plan The optimal time for the personal development plan is occasionally during the first few weeks immediately following a performance appraisal. Competencies Attaining career goals is usually met by developing job competencies. This is looked at to be underlying features of an employee, for instance motivation, trait, skill and aspect of an individual’s image. Often this is viewed as a body of knowledge that results in superior task performance. Competency can be simply thought to be the personal ability held in the ability to perform task well. This therefore, can be identified in my ability in each set of knowledge, skills and experiences. There several competencies in employee jobs, changing job responsibility require employees to master new applicable competencies. According to Rughani (2001), suggests that ccompetencies can typically be broken down to three major categories, which are business management, professional and technical competencies. Often business related competencies connects to the common business administration practices and techniques. The professional competencies represent the basic personal and analytical skills required perfuming my duties as a human resource practitioner. As human resource manager, my competencies include a) Coaching and mentoring b) Communication c) Employees Conflict management d) Decision making e) Interpersonal relations f) Problem solving g) Team work h) Conceptual and strategic thinking i) Group management j) Judgment and analytical thinking Organizations today continue to operate in fast-changing and often unpredictable circumstances are eminent. Globalization, changing demographics and the changing healthcare demands Areas That Require Development Over the years I have served in the healthcare organization positioned in as human resource manager. Though out my career, I have evaluated my past performance and noticed that I scored low for skills needed in each of the following areas. a) Communicating b) Prioritizing c) Valuing and supporting other departmental team members d) Reporting activities in my area of responsibility All this aspects are critical in effectively executing my responsibly in the organization. It is assumed that communication for instance is required developing and building workforce to forge forward as a team. However, more communication can end up as a form of pushing knowledge down to unwanted situation in the organization’s objectives (Rughani, 2001, pg. 22). Communication theory calls for a comprehensive information flow from the respective sender to the recipient this has to be done in the hope that at least some of it come out to the other preferred end. Communication is critical in development of objectives, identifying areas of priority, reporting measures and handling matters of delegation in my role. It is this information that is lever that employee need to generate a transparent, accountable and participative while empowering other related processes both at individual and at organizational level. Communication is often more than just providing information, and rather viewed as an essential tool necessary in fostering social awareness and facilitating dialogue a value needed in support of a cohesive relationship among the team member and across the organization. Issues of Governance and Human Resource within the Healthcare Hospital boards more often are not expected to have clinically trained professionals. However, they are expected to play a funder mental role in initiating a leading will to have these form of organizations embrace best practices among care givers an the overall organization. Members of board have to positively view their relationship with physicians among other team in these institutions as the rightful opportunity in identifying, developing and implementing best practices. Those responsible have to set up clear channels, while establishing transparency measures in all aspects that work towards realizing a two-way engagement process (Jensen, 2005, pg. 37). The healthcare human resource is faced by a number of trends including globalization, changes taking place in technological and demographic set up in the workforce. Personal development plan creates value of practitioners to organization (Redman, 2002, pg. 45). In particular globalization has had generated specified challenges to the human resource, a situation that calls for building a global corporate culture establishing the best and convenient ways of developing leaders. More emphasis are directed on how to create and lead change, this explains why it is important to develop a personal plan. More often organization are forced to compete for talent on a global scene, initiating other employee to create their individual development plan will ultimately increased performance as employees will remain focused on achieving their personal objectives that is aligned to that of the organization hence creating a better and effective workforce. On the other side changes in the technology affects traditional human resource activities. For example, the payroll among other informational systems can be effectively handled in a better and efficient way with introduction of new technology. Often the objectives result from negotiation and mutual agreement. Organization leaders act on behalf of the organization to ensure improvement of the desired competencies in the organization. This is up to the employee to act on their own in ensuring developing the targeted competencies which results to better satisfaction in their work while gaining potential elements on enhancing their career progression (Zenger, 2002, pg. 23). Developmental Activities In order to achieve my personal and organizational objectives, on job training and attending conference and seminars, there other competencies that are only attained through knowledge, skills and abilities that can better be learned through practices. In addition activities other than formal training event can serve to be of particular importance in developing personal development plan (Redman, 2002, pg. 112). This may include shadowing a case ware prier to my appointment to the current position I closely observed then the serving employee earning me some competency qualities. As earlier mention on job training serves to boost my competence skills and experience under my role I am often involved in handling organizational special projects, much of which I get to meet experts who have played a critical role in introducing me to more demanding aspects in my role. Development of practical approach to management Power is one aspect that is of central to every organization and ultimate factor behind functioning of organizations yet it stays largely intangible under the surface of reality. Often corporate leadership, especially the healthcare institutions have for years developed a tendency of avoiding confronting the empirical realities facing their organizations. Power as a contrast to many leaders in these corporate institutions remains unfulfilled in an effort that works in a way that work to prevent power theories from being suitable for the empirical analysis of issues like corporate control. The importance of government role in healthcare is an element that can not be undermined due to the impact of the healthcare system on human well being (Bernthal, 2006, pg. 188). According to Bernthal there are five elements of management. This include planning, systematize, authorizing, harmonizing and controlling. The tasks are universal and often managers perform them in the course of working across all industries. Within many healthcare institutions systems, there is increased attention when it concerns human resource management. To be specific human resource are viewed as one of the three principle in the health institution inputs, with the other two major input being the material capital and consumables. Serving as human resource adviser calls a better general understanding of the strategic measure to make an impact (Zenger, 2002, pg. 49). Creating a reliable human resource is equated to any other valued asset within the institution as these decisions are irreversible. An extremely large amount is committed to set up this form of investment an action that requires proficiency and great analytical skills. More often the human resource is responsible in maters of healthcare and they define different kinds of clinical and non-clinical workers responsible for both public and individual health intercession (Busine, 2005, pg.57). Being an adviser, I have to build on communication skills as my duties are defined through communication. This one area that I have to remain competent and much training is required to achieve this. However, the relationship between the human resource and healthcare carry issues that are of particular complex, for instance performance and system benefits are realized and majorly depend upon understanding of given facts, skills and motivation of these particular individuals responsible in delivering health services. Working force training marks another issue which is of special concern. It remains essential that human resource staff consider developing health workforce in terms of skill categories and training levels. Introduction of new educational training needs and in-service coaching of health care workforce, prepares the countries to fully meet the demands of both present and future. A well trained, able workforce creates an improved health care system (Redman, 2002, pg.78). Over some years, there have been frequent cases involving migration of health care workers. This is an issue pin pointing resource suggestions that clarifies that movement of health care professionals follow the relocation patterns witnessed across all professionals in the internal movement of workforce to the urban regions. A pattern that has created workforce mobility further developing imbalance an aspect that calls for workforce planning, attention to issues of pay and motivational aspects. Understanding the role I have to handle in my future responsibility creates a better space for me to plan while establishing the best approach that can be applied in addressing this issues in the a new position (Jensen, 2005, pg. 221). Conclusion Usually organization services learning through training essentially to achieve a modified behavior that ultimately contributes towards accomplishment organizational goals and objectives. The training process can be defined as a teaching, informatory process that attempts to educate people in improving their work delivery as they become qualified for their job and gain confidence in handling matters that calls for improved delivery options and responsibilities (Cyboran, 2005, pg.143). Learning theories often are basic and usually applies in individual employment education and on-job training activates. The more an individual get to understand the learning theories, for instance the humanist aspect directs their effort on teaching- learning process while approaching employee development plan. On the other side the behaviorism lays emphasis on the environmental conditions often the results here are driven by measurable changes in behavior. Bibliography Bernthal, P. a. (2006). Trends in Leader Development and Succession. Human Resource Planning , Volume 29, Number 2, 31-40. Bohara, A. M. (2007). Managing Talent in a Global Work Environment. Employment Relations Today , Volume 35, Number 3, 27-35. Brandenburg, D. C. (2003). The Future: Just-in Time Learning Expectations and Potential Implications for Human Resources Development. Advances in Developing Human Resources , Volume 5, Number 3, 308-320. Busine, M. a. (2005). Succession Management: Trends and Current Practice. Asia Pacific Journal , Volume 43, Number 2, 225-237. Cyboran, V. L. (2005). Fostering Workplace Learning Through Online Journaling. Performance Improvement , Volume 44, Number 7, 34-39. Jensen, E. (2005). HR‘s Role in Helping Companies Achieve High Performance. Employment Relations Today , Volume 32, Number 2, 39-52. John H. Zenger, J. F. (2002). The extraordinary leader: turning good managers into great leaders. New York: McGraw-Hill Professional. Rughani, A. (2001). The GP's guide to personal development plans. New York: Radcliffe Publishing. Tom Redman, A. W. (2002). The informed student guide to human resource management. London: Cengage Learning EMEA. Appendix Personal Development Plan Action Resources When 1 Encourage innovation within the Human resource departmental level and across the organization Individual generated ideas Completed within three months 2 Plan Change 3 Be part of the Change a) Personal level Personal training through observation or consider taking short course training . Two months Departmental level Team leadership involves other junior employees on arriving at decisions Three months Organization level On-job Training This can be achieved through rotational programs within the organization Approximately one year 4 Managing a program projects Departmental team work Completed within 9 months 5 Implementing Change Leadership strategies in adopting improved way of leadership best practice (Healthcare institutions) Completed within 12 months Read More