The document discusses personal development plans and 360-degree feedback systems. It explains that personal development plans aim to help employees improve their performance by planning their own development with manager guidance. Development plans specify performance improvement areas and activities. 360-degree feedback systems gather performance information from multiple sources to provide employees anonymous feedback to aid development rather than administrative purposes. The document outlines best practices for 360-degree feedback including ensuring anonymity, rater training, and using feedback for development only.

1. Personal Developmental Plans
Direct Supervisor’s Role
360-degree Feedback Systems
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2. Employees
 Help plan their own development
 Improve their own performance
Managers
 Help guide the process of development
 Support success of process
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3. Specify actions necessary to
improve performance
Highlight employee’s
 Strengths
 Areas in need of development
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4. How can I continuously learn and
grow in the next year?
How can I do better in the future?
How can I avoid performance
problems of the past?
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5. Developmental Plan Objectives
Content of Developmental Plan
Developmental Activities
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6. Encourage:
 Continuous learning
 Performance improvement
 Personal growth
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7. Improve performance in current job
Sustain performance in current job
Prepare employee for advancement
Enrich employee’s work experience
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8.  Developmental objectives
 New skills or knowledge
 Timeline
 How the new skills or knowledge will be
acquired
 Resources
 Strategies
 Standards and measures used to assess
achievement of objectives
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9.  Based on needs of organization and
employee
 Chosen by employee and direct
supervisor
 Taking into account
 Employee’s learning preferences
 Developmental objective in question
 Organization’s available resources
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10.  On-the-job-training
 Mentoring
 Job rotation
 Temporary assignments
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11.  Courses
 Self-guided reading
 Getting a degree
 Attending a conference
 Membership or leadership role
 in professional or trade
organization
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12. Explain what is necessary
Refer employee to appropriate
developmental activities
Review & make suggestions
regarding developmental
objectives
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13. Check on employee’s progress
Provide motivational
reinforcement
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14. Tools to help employees
 Improve performance by using Performance
information Gathered from many sources
 Superiors
 Peers
 Customers
 Subordinates
 The employee
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15.  Anonymous feedback
 Most useful when used
 For DEVELOPMENT
 NOT for administrative purposes
 Internet used for collecting data
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20.  Cooperation
 Openness and trust
 Input and participation
valued
 Fairness
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21.  Advantages of 360-degree Feedback
Systems
 Risks of 360-degree Feedback Systems
 Characteristics of a Good 360-degree
Feedback System
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22.  Decreased possibility of biases
 Increased awareness of expectations
 Increased commitment to improve
 Improved self-perception of performance
 Improved performance
 Reduction of ‘undiscussables’
 Increased employee control of their own
careers
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23.  Unconstructive negative feedback hurts.
 Are individuals comfortable with the
system? User acceptance is crucial.
 If few raters, anonymity is compromised.
 Raters may become overloaded.
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24.  Anonymity
 Observation of
employee
performance
 Avoidance of survey
fatigue
 Raters are trained
 Used for developmental
purposes only
 Emphasis on behaviors
 Raters go beyond
ratings
 Feedback interpretation
 Follow-up
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