preparing development plans worth looking at again

© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.

Strategic Talent Management 1

Preparing Development Plans Worth Looking at Again



Preparing Development Plans

Worth Looking at Again

Today’s Presenters:

Dave Fisher Manager, Leadership Solutions DDI

Catherine Cormier Product Manager Halogen Software

Tali Alexander Product Marketing Manager Halogen Software

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© Development Dimensions Int’l, Inc., 2014. All rights reserved.

Preparing Development Plans

Worth Looking at Again

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Presented by:

Dave Fisher, Manager, Leadership Solutions


4

“People seem

to think that if you’re

good at what you do,

you’re also good at

LEADING

PEOPLE. It doesn’t necessarily

translate.” — Legal Dept. Manager


5

RESEARCH

DID YOU KNOW ? 37% only

of leaders rated the quality of their organization’s development

programs as HIGH or VERY HIGH.

?


6

RESEARCH


of leaders PLAN their development with their MANAGERS.

?


7

RESEARCH


Of leaders have

EFFECTIVE

development plans.

?


Development Is…

Building the capabilities of people

who are meeting or exceeding job

expectations to ensure success in

their current role and to prepare

them for future opportunities.


Poll Question

What about you? Do you collaborate with your

manager when you plan your development?

• Yes

• No


Poll Question

Do you have an effective development plan?

• Yes

• No


Why don’t

we have a

plan?

We know the

value of

development planning,

so


Why Not?

1. Development is NOT CONNECTED TO

BUSINESS STRATEGY.

2. Lack of MANAGEMENT SUPPORT AND

COMMITMENT.

3. People DON’T KNOW WHAT TO DO.


Tie

DEVELOPMENT

to

Business

Strategy


Feed the leadership pipeline –

develop future leaders.


Develop and retain

employees.


Build the skills and

competencies needed to

drive the business.


Be an anticipator

• Build the case for making workforce planning

part of the strategic planning process

• Predict future talent gaps and proactively plan

how to close those gaps

• Position development as an integrated journey,

not a series of independent events.


Critical skills for the future

• Coaching and developing others

• Identifying and developing future talent

• Driving change

• Fostering creativity and innovation

• Leading across geographic and cultural

boundaries


Why Not?

1. Development is NOT BUSINESS CRITICAL.


COMMITMENT.



ACCOUNTABILITY

Employees are responsible

for their own development.


Managers have a broader

view of the organization

and should be driving

development planning.

ACCOUNTABILITY


Who is accountable for employee development in

your organization?

• Employee

• Manager

• HR

• None of the above

Poll Question


A Shared Responsibility

MANAGER

• Help target

business-related

development areas.

• Remove barriers.

• Provide ongoing

feedback and

support.

DIRECT REPORT

• Make development

a priority.

• Enlist needed support.

• Take action to develop

skills.


Management

Support

Managers and

Managers of

Managers


Why Not?

1. Development is NOT BUSINESS CRITICAL.


COMMITMENT.



The Development Process

Provide ongoing support, coaching, and feedback.


ASSESS

One STRENGTH

one GROWTH

area

Begin with

APPLICATION

in mind

Use MULTIPLE

data points


Begin with the Application in Mind

No Opportunity

to Apply

No Development

“If you don’t use

it, you’ll lose it.”


Learning Methods

• Online training

• Instructor-led sessions

• Self-study

• Reading

• Industry-related seminars or conferences

• Webinars

10%

Formal Learning

Learning from Others

Learning from Experience

• Feedback from mentors, leader, and peers

• Ongoing, real-time coaching

• Observation

• Shared experiences

• Job shadowing

• Networking

20%

• New job assignments

• In-place developmental assignments

• Off-work experiences

• Cross-functional assignments

• Stretch assignments

• Job rotations

70%


Learning Methods

• Online training


• Self-study

• Reading


• Webinars

20%

Formal Learning





• Observation


• Job shadowing

• Networking

25%






• Job rotations

55%


Learning Methods

• Online training


• Self-study

• Reading


• Webinars

21%

Formal Learning





• Observation


• Job shadowing

• Networking

27%






• Job rotations

52%


ACQUIRE

Use a

COMBINATION

of methods

Define

MEASURES of

success

Identify

BARRIERS in

advance


Progressive Application

Apply skills on own.

Practice with others.

Practice one-to-one.

Meet to discuss

what was learned.


APPLY

IMMEDIATE

and

PROGRESSIVE

Provide ongoing

SUPPORT and

COACHING

Measure

PROGRESS and

OUTCOMES


3

Things You Can Start

Doing

TODAY


3 Things You

Can Start Doing

TODAY

SHOW how

development supports

the BUSINESS

GIVE people skills

and knowledge

INVOLVE

managers to build

COMMITMENT


THANK YOU!



Learning methods supported:



Formal Learning



Meet Bob and Aileen…

Bob Manager

Communication

Performance appraisal

Personal access

On-going conversation

Aileen Employee



Apply skills on own

Practice with others

Practice one-to-one

Meet to discuss what was learned

Halogen Learning DDI Learning Library 1:1 Exchange

Halogen Performance DDI Development Activities 1:1 Exchange

Halogen Performance DDI Development Activities 1:1 Exchange

Halogen Performance DDI Learning Library 1:1 Exchange

Progressive Application



Poll question

How may we follow up with you after today’s webinar?

- Please send me more information on Halogen TalentSpace

- Please send me more information on DDI’s products and services

- No information required, thanks



Q & A

Dave Fisher Manager, Leadership Solutions DDI

Catherine Cormier Product Manager Halogen Software

Tali Alexander Product Marketing Manager Halogen Software

Learn More

http://www.ddiworld.com/glf2014

http://www.halogensoftware.com/learn

mailto:[email protected]

preparing development plans worth looking at again

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