Manage personal work priorities and professional development BSBWOR501B

QUEENSLAND INTERNATIONAL BUSINESS ACADEMY

Elements of manage personal work priorities and PD

1. Establish personal work goals2. Set and meet own work priorities3. Develop and maintain professional

competence

Develop and maintain professional competence

Developing and maintaining professional competence involves: determining development needs, priorities

and plans seeking and using feedback to improve

competence identifying development opportunities participating in networks to enhance

knowledge and skills achieving and maintaining a competitive

edge.

Skills and knowledge - currency Staying current involves maintaining up-

to-date skills and knowledge and is a regulatory requirement in many industries.

In any industry, staying current promotes: safety productivity compliance job satisfaction.

Develop and maintain professional competence

3.1 Assess personal knowledge and skills against competency standards to determine development needs, priorities and plans

Competency standards

Competency standards define the skills and knowledge required to operate effectively in employment and how they can be applied.

They outline performance criteria, essential skills and knowledge required to reach the required standard and may include: enterprise-specific units of competency

consistent with work requirements nationally endorsed units of competency

consistent with work requirements.

Finding competency standards Information Why Example

National training regulators

Identify competencies, performance, skills and knowledge for qualification criteria

http://training.gov.au/

Regulating bodies Identify current and future required competency level, qualifications and development standards. Provide development opportunities

Industry based• Australian Prudential

Regulatory Authority (APRA)

• Australian Accounting Standards Board (AASB)

Industry associations

Identify current required competencies for membership. Provide development opportunities and future trend information

Industry based• Fitness Australia• The Regional Aviation

Association of Australia (RAAA)

Finding competency standards Information Why Example

Professional networks

Identify competencies, performance, skills and knowledge for specific job positions across different organisations Provide future trend information

Enquiring about competencies for the same (or desired) position in one of your networks organisation

Job descriptions Identify current and future required competency level, qualifications , duties and performance KPIS for all positions in the organisation .

Access a job description of a position that you would like and conduct a training needs analysis to identify competency gaps

Reviewing performance and competency standards

When reviewing performance against relevant competency standards: assess how frequently the competency is

required assess your current competency document examples of your competency highlight any areas for development

Determining development needs

To determine personal development you need to: list the competencies required of your

role document evidence of your ability to

achieve the desired standard rate your performance against a

marking system create a development plan

Prioritising development needs

After identifying your development opportunities: prioritise the competencies, perhaps

according to frequency of use weight the results, perhaps according to

your existing skill level create a weighted score to rank the

competencies for development identify ways to develop each

competency

Develop and maintain professional competence

3.2 Seek feedback from employees, clients and colleagues and use this feedback to identify and develop ways to improve competence

Seeking feedback to improve competence

Seeking feedback is an essential part of: training and development goal-setting team-building job performance evaluation.

Seeking feedback to improve competence

Used correctly, feedback can help you: control and improve behaviour enhance performance identify personal and professional

opportunities

360-degree feedback method The 360-degree feedback method is a

multi-sourced feedback method.

It includes feedback from: colleagues at the same level managers and supervisors internal customers external customers team members

T-Group method

The T-Group method of multi-rated feedback is a team-based method of gathering feedback.

It provides participants with insights about: themselves how they interact with others how to function more effectively in group

and interpersonal situations.

Receiving feedback

To receive feedback effectively, managers should: actively reduce or remove their own

biases and insecurities be open and willing to listen to criticism identify areas of relevance ensure the feedback is unbiased.

Interpreting feedback

Feedback can be interpreted by: using quantitative data from ratings reviewing qualitative feedback identifying themes within the feedback identifying difference between different

feedback sources using creative analysis tools to identify

development opportunities.

Develop and maintain professional competence

3.3 Identify, evaluate, select and use development opportunities suitable to personal learning style/s to develop competence

Learning styles

Understanding your personal learning style helps determine the most appropriate method for improving competency.

There are many different theories and categorisations of learning styles.

If the links between your identified learning style, preferred learning activities and learning opportunities are matched, you should perform better and the learning process should be more efficient and effective

Learning styles (Kolb / Honey & Mumford)

Concrete experience

Reflective observation

Abstract conceptualis

m

Active experimentati

on

Activist

Doing and experiencing

Reflector

Observes and reflects

TheoristWants to understand underlying reasons,

concepts and relationships

PragmatistLikes to have a go, tries things to see if

they work

Doing

Concluding

Planning Reviewing

Activists

Learn best when – new experiences and challenges from which to

learn short ‘here and now’ tasks involving

competitive teamwork and problem-solving excitement, change and variety ‘high visibility’ tasks such as chairing meetings,

leading discussions and presentations situations in which new ideas can be developed

without constraints of policy and structure opportunities for just ‘having a go’

Reflectors

learn best when are allowed or encouraged to watch / think / ponder on

activities have time to think before acting, to assimilate before

commenting can carry out careful, detailed research have time to review their learning need to produce carefully considered analyses and

reports are helped to exchange views with other people without

danger, by prior agreement, within a structured learning experience

can reach a decision without pressure and tight deadlines.

Theorists

learn best when what is being offered is part of a system, model,

concept or theory they can explore methodically the associations and

interrelationships between ideas, events and situations

they can question and probe the basic methodology, assumptions or logic

they are intellectually stretched, e.g. by being asked to analyse and evaluate, then generalise

they are in structured situations with a clear purpose they see interesting ideas and concepts, whether or

not they are immediately relevant.

Pragmatist

Learn best when - there is an obvious link between the subject matter and a

‘real life’ problem they are shown techniques for doing things with obvious

practical advantages they have the chance to try out and practise techniques with

coaching or feedback from a credible expert they see a model they can emulate, or examples / anecdotes they are given techniques currently applicable to their own

work they are given immediate opportunities to implement what

they have learned they can concentrate on practical issues, such as drawing up

action plans or giving tips to others.

Am I stuck with my learning style?

No - we all exhibit traits from each learning style, to a greater or lesser degree.

Effective learners make full use of their natural preferences, while also acquiring useful features from their less dominant styles.

 

Am I stuck with my learning style?

We all have incredible potential to acquire new skills, and to learn in new ways.

You should not feel that you are stuck in a style of learning. You should feel free to adopt the learning strategies which are most appropriate for a particular task, or a particular stage in the learning process.

Learning methods / opportunities

Different learning methods include: Action learning Coaching exchange and rotation Induction Mentoring Shadowing Structured training programs.

Learning methods / opportunities

Internal methods / opportunities

Eternal methods / opportunities

action learningcoachingexchange and rotationinductionmentoringshadowing / observation structured training programsparticipation in team projects or committeese-learning intranet / internet problem solving (quality circles) accessing information – reading/ reports / journals / periodicals / case studies

formal courses and qualifications e-learning and online learning workshops seminars and conference participation accessing information – reading/ journals / periodicals / case studies

Develop and maintain professional competence

3.4 Undertake participation in networks to enhance personal knowledge, skills and work relationships

What is networking

Networking involves building professional relationships to further personal development.

Network strategies

Network strategies refer to the approach an individual uses to build their networks, and may include: joining professional associations participating in conferences attending seminars individual marketing maintaining regular contact with others

Business networks

Business networks may be established for various reasons, including: professional development gaining referral business maintaining industry contacts creating a database of advisors and

experts profit opportunities personal satisfaction and recognition gaining political or information

advantage

Finding professional networks Professional networks and associations may include:

advisory committees colleagues government agencies internal/external customers lobby groups local inter-agency groups other organisations occupational associations project-specific reference groups suppliers your team

Basic business networking tips Get Details about the Networking Event in

Advance Dress Appropriately and Arrive a Few Minutes Early Bring your Business Cards and Something to Write

With Have Your Opening Line ready Just Relax and Aim to Meet About 5 People Remember You are Also a Resource to Others Be Pleasant, Relaxed and Polite Ask Questions that are of Genuine Interest to You Ask for Their Business Card Follow Up with Hand Written Notes   Give First

Develop and maintain professional competence

3.5 Identify and develop new skills to achieve and maintain a competitive edge

Maintaining a competitive edge Maintaining a personal competitive edge

means maintaining your skills and competencies to help career progression.

A competitive set may include: colleagues and peers supervisors and managers other organisations within the industry

scope other organisations within the scope of

expertise

Competition

Competition between organisational members should be positive. It can promote sustainable growth for both individuals and the organisation.

Competition is most effective when: individuals compete against their own

performance individuals are not competing against a

co-worker

Beyond the ‘now’

Personal development should extend beyond the current job description.

Strategies to help identify development opportunities may include: brainstorming free association fishbone analysis needs analysis heuristics value analysis attribute listing

Learning and memory skills

Strategies for increasing learning and memory include: posing and answering deep-level questions testing yourself at regular intervals to recap new

concepts perform activities that apply the learning either at

work or at home review solved problems then apply the techniques to

new problems obtain graphics and illustrations for difficult concepts connect and integrate abstract and concrete

representations of concepts test yourself to identify what you do and don’t know