#20 - Why we need Professional Development Plans!
17 Jul 24
Hiring people is generally a protracted, long drawn out process. It may not even yield a good result. Therefore, why not do everything possible to hang on to the people you have got, by ensuring that you invest in their professional development?
It's far cheaper than hiring new people. It also shows a commitment and desire to develop individuals to ensure they have all the skills required to fulfil their roles.
A Professional Development Plan (PDP) will enable this to happen. This is the written contract between line manager and employee that the Company is willing to invest in them.
It's time and money well spent!
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#20 - Why we need Professional Development Plans!
What?
A Professional Development Plan (PDP) is a structured developmental and training plan agreed between the employee and their line manager.
It's linked in to the annual appraisal cycle, and the aim is to capture developmental needs identified as part of that process.
It is essentially a contract between employee and line manager to work together to address any shortcomings or training gaps.
But the plan may also provide a road map for the employee to work towards developing the skillset required for the next promotional grade. This then puts them in a much stronger position should a promotional opportunity arise.
Incredibly, research shows that 81% of UK employees do not have a PDP!
Why?
The reason PDPs exist is not only to formally recognise that some developmental work is required. It is also to formally put a plan in place to work collaboratively to address any gaps in capability that have been identified.
There is no point in identifying gaps in knowledge if nothing is done to close the delta. That just does not make sense.
As the saying goes, the definition of insanity is to go on repeating what you've always done, but expecting different results!
The other reason why PDPs are so effective is that, from an employer's perspective, it demonstrates commitment and investment in the person by the organisation.
Hiring people is difficult. Hiring good people even more so. So if you have someone who is almost where they need to be, but not quite, then why would you not put some effort into developing them?
They may be able to get a similar role with a higher salary elsewhere. But in general people tend to stay regardless of salary, if they feel that the Company is investing time and money in their professional development.
How?
Creation of a sound and effective PDP all hinges on the line manager to start with. That means they must have the moral courage to be completely objective when assessing employee performance during the appraisal process. Don't 'big' them up! This raises false expectations. Be honest!
If this step is nothing other than a completely honest conversation, then all other steps are rendered useless.
- Where should the employee be in terms of their performance in the role?
- Identify the gaps between where they actually are and where they should be.
- Identify if coaching or more formal training is required to close those gaps.
- Also think about a blended approach. The 70/20/10 model is a good one to use in this instance. 70% of learning may be achieved through on-job-training, 20% from other people (perhaps through shadowing them), and 10% through targeted formal training delivery (attendance at courses etc). Remember to match this to the person as each person will respond differently to different learning styles. As with everything, a bit of everything usually works.
- Once the knowledge or capability gaps have been identified, they need to be recorded in the PDP. The mode of delivery should also be annotated, as well as who (by name) will be providing assistance (unless the method of learning for a skill gap is employee-centric).
- Each capability gap then has a target date put on it for completion. This is important as it bounds the plan and ensures that everyone is working the plan. No date = no progress!
- Finally both line manager and employee sign to say that they agree with the plan. This, if you like, is the contract between them both.
- Ensure regular progress meetings take place between both parties, to drive progress, and also to check that the employee is getting all the help they need. Monthly usually works best.
- Whilst it is a joint plan, it is always a good idea to emphasise that it is the employee's plan. Therefore they should take ownership and drive it.
- When the plan has been completed, both employer and employee should agree that it is complete.
This process is a great way to ensure people drive their careers.
However, even if people aren't career minded it provides an auditable trail that the Company has done everything possible to ensure that their employees have all the skills required to be able to perform the tasks that the Company expects of them!
In Summary
I hope that you enjoyed reading this newsletter and that it has given you food for thought.
Employees like to feel that they are valuable enough for the Company to decide to invest in their professional development. A PDP is a visible way of demonstrating this. Investing in people is a key enabler to improving employee retention rates.
It may well be the best investment that you make.
Have a great week!
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