2. WHY DO WE NEED A DEVELOPMENT PLAN?
•
Creates a positive social culture
•
Keeps employees informed
•
Keeps employees challenged
•
Develops skills, behaviors and attitudes that help promote growth
•
Gives Managers areas of opportunity to make employees better
•
Stops complacency
•
Promotes positive social change for employees
•
Builds a strong staff from within the company
•
Motivates

3. CAN IT WORK? HAS IT WORKED?
Studies have shown that :
•
“a positive climate is a condition in which positive emotions predominate over
negative emptions in the work environment. A leader can help to enable a
positive climate in the workplace by emphasizing positive opportunities and
relationships rather than fixating on the negative or problematic” (Pace, 2010, P.
43).
•
“research has also linked the existence of positive relationships to improving
career mobility” (Pace.,2010, P. 44).
•
“those employees who view their work as a calling or career and completely adopt
the organization’s goals tend to produce more positively defiant performance”
(Pace, 2010. P.44).

4. WHAT DOES IT ALL MEAN?
5 KEY POINTS FOR CHANGE
1. We must encourage employee “buy in” to our organizational beliefs so that they
can flourish!
2. We need to create an environment where employees feel wanted, respected, and
listened to.
3. We need to communicate with our staff better and let them feel apart of what is
going on.
4. Employees need constant development programs – trainings, product knowledge
initiatives, and opportunities to move up within the organization.
5. Employees must feel valued.

5. EMPLOYEE DEVELOPMENT INITIATIVES
1. Monthly Anonymous Surveys on managerial performance done exclusively by
employees.
2. Training programs that are voted on each week by employees as to what they
need more training on.
3. Monthly managerial meetings with employees to voice concerns and make
changes to issues affecting day to day performance.
4. Quarterly team building exercises.

6. REFERENCES
Pace, A. (2010). Unleashing positivity in the workplace. Training and Development,
64(1), 40-44. Retrieved from the Academic Research Complete database.