The document discusses development and career planning between managers and employees. It provides frameworks to guide career conversations, including short and long term career objectives from both the employee and manager's perspective. It also identifies reasons why employees stay or leave organizations, and suggests development approaches for different employee situations based on their work abilities, interests, and attitudes. The overall message is that ongoing, quality career discussions between managers and employees can drive higher performance and engagement.

1. Development and Career Planning “We Need to Engage Hearts and Minds as well as arms and legs.” ~ Patrick Durbin Sherri Leggett, SPHR Section 3 of PMD Form Development and Career Planning Employee’s View - Short Term Career Objectives (0-2 Years) Manager’s View- Short Term Career Objectives (0-2 Years) Employee’s View - Long Term Career Objectives (3-5 Years) Manager’s View - Long Term Career Objectives (3-5 Years) Development Plan (Describe Assignments and/or coursework, etc. for each Development Opportunity listed above)

2. Goals Recognize the importance of ongoing, quality dialogue between a manager and their employee drives higher levels of performance over time. Use 7 Steps for Development and Career Planning Create Plans for Your Employees

3. 7 Specific Reasons People Leave Organizations Job not as expected Mismatch – job & employee Too little feedback Too few growth opportunities Feeling devalued/unrecognized Stress from overwork & life imbalance Loss of trust & confidence in leaders Source: “ Seven Hidden Reasons Employees Leave ”, Leigh Branham, 2004.

4. Top 10 Reasons People Stay With Their Organizations Exciting work & challenge Career growth, learning & development Working with great people Fair pay Supportive management/ great boss Being recognized, valued and respected Benefits Meaningful work & making difference Pride in the organization, its mission and its products/services Great environment & work culture *Source: Love ‘em or Lose’em , Beverly Kaye and Sharon Jordan-Evans

5. Implications What do the top reasons employees stay & top reasons employees leave imply about the importance of your role in employee career development ?

6. Continuing to strengthen us as an Employer of Choice Ongoing, quality dialogue between a manager and their employee drives higher levels of performance over time.

7. Situational Development Plans Good at Work Not Good at Work Like Work Don't Like Work * Adopted from Dory Hollander, The Doom Loop System: A Step By Step Guide to Career Mastery Attitude Functional Expertise

8. Situational Development Plans Good at Work Not Good at Work Like Work Don't Like Work * Dory Hollander, The Doom Loop System: A Step By Step Guide to Career Mastery Quadrant 1 : Onboarding new employee Onboarding employee in a new role Organizational Mentoring or Job Rotation

9. Quadrant I 10 Steps to Success in a New Position Build bond with boss Develop other key relationships Find mentor(s) Plan/practice self-presentation Assess success factors in job & other org. needs Pursue an early win Assess culture & politics Determine own best fit needs Initiate job sculpting with boss Create development plan

10. The Potential Results from Lack of Career Discussions in Quadrant I Another one bites the Dust!

11. Situational Development Plans Ability Not Good at Work High Interest / Like Work Low Interest / Don't Like Work * Dory Hollander, The Doom Loop System: A Step By Step Guide to Career Mastery Quadrant II : Development in Role Future Career Options HIPOs

12. Movement Enrichment Desired Outcomes Desired Outcomes Desired Outcomes Job E nrichment M ovement New Role E xploration Skill Development Job Enhancement New Position Re-Recruit Your Best People Step Back Step Across Step-up

13. Situational Development Plans Good at Work Not Good at Work Like Work Don't Like Work * Dory Hollander, The Doom Loop System: A Step By Step Guide to Career Mastery Quadrant III : Re-Engagement Job Sculpting Future Career Options

14. Identifying Quadrant III Employees at Risk of Leaving (or Checking-Out) Watch for these signs! Under-challenged Overdue for promotions Dissatisfied with pay/rewards/work conditions Active internal networkers & job searchers Increasingly visible in external activities Recently showing drop-off in effort

15. Job Sculpting: The Most Underused Development Option! Molding the job to fit the person’s talents, passions & needs Must be good for both employee and the organization Based on idea that it’s easier to build on strengths than develop weaknesses Resources: “ First Break All The Rules ” Personality Indexes – Platinum Rule

16. Situational Development Plans Good at Work Not Good at Work Like Work Don't Like Work * Dory Hollander, The Doom Loop System: A Step By Step Guide to Career Mastery Quadrant IV : 2 nd Chance Transfers Returning to the Marketplace with Assistance

17. The Alumni Mentality – a Cultural Shift in Career Development All departing employees carry a PR message about the organization There is future business in many departures Sincere career discussions with “challenging employees” can enable: Internal redeployment & cost savings Leaving with dignity & gratefulness Greater loyalty from other observing employees

18. #1 Ingredient for Re-Engaging Our Keepers (and Assisting Those that Need to Leave) Ongoing, quality dialogue between a manager and their employee let’s people know how their performance is being measured and ultimately drives higher levels of performance of the organization over time.

19. Seven Elements of an Effective Individual Development Plan Strategic Strengths & Development Needs / Use the Competencies and Values to Assist in Indentifying – you may need to engage in constructive feedback see slide 20 for a model to assist you Future Organization Needs / Goal Tree Desired Career Options / see slide 21 for questions to ask Specific Goals Including Measurements of Achievement Developmental Activities to Achieve Career Goals – reference slide 22 for ideas or contact HR to consult on ideas Documented Action Plan / see slide 23 for a tool to assist in thinking through and documenting the action plan, we call this an Individual Development Plan or IDP, this form is available on on our public HR drive & attached to your email for convenience Schedule Reevaluation Dates

20. Step #1 – Providing Constructive Feedback Start by conveying your positive intent - You may say “I want to rate you AS or even a CS during the annual review, however there are competencies/values that I will not be able to do this for at this time and I’d like us to focus on those before we consider the next career step.” Describe specifically what you have observed State the impact of the behavior or action – on the individual’s career, organization, bottom-line, etc. Ask for a response - this way you learn how they are framing or viewing the situation (if they deny, blame, etc. go back to what you have observed and the impact) Focus the discussion on solutions and Development and Career Planning

21. Key Questions to Ask: What parts of your job really energize you? Turn you off? What would you change about your job, your manager, or your department, if you could? What would you like to do more of or less of in the future with our organization? What would be the most likely factors that would lead you to consider leaving? What are the most important things we can do to keep you? Step #3 - Desired Career Options & Specific Goals Including Measurements of Achievement

22. Development Actions Job shadowing Coaching ‘ On-the-job’ training Project Work Participation in seminars, workshops, or training courses. 'Self-paced' learning on the Internet or from other sources. Part-time study at a local college / distance learning Joining a PPI Team Job Rotation Extracurricular Activities to stimulate personal growth above job responsibilities including but not limited to local boards and professional organizations. Job related certification programs

23. Is Your Employee Not Performing in the Desired Manner? Diagnosing Performance Problems

24. Individual Development Plan Timeframe Specific Objective that development supports Development Area [Knowledge, skills, competence or contribution to be developed ] Development Activities - How will I acquire the knowledge, skills, etc? Timeframe in which to achieve this Expected outcome - How will I know I’ve been successful? Short-term (to meet needs of current role) Medium term (to meet changing needs of this/new role) Long-term (to meet career objectives)