Career Development Plan

Career Development Plan

Performance and Career Management

Performance management practices support the professional development of the workforce and ensure that rewards are aligned with performance. Performance management within the career development program should be consistent within the organization’s performance management process in which performance assessment occur.

Career management includes activities related to both career development and planning.  The goal of career management is to enable employees to set achievable goals to further their careers, as well as define the specific training, planning, and development opportunities required to achieve those goals.   Two key concepts within career management are career paths and progression levels.  

The career path includes the range of opportunities as roadmaps for navigating through one’s career and aid in guiding career planning and goal setting activities.  Career paths represent the various choices an employee has in their career.  Within a career path, various progression levels exist, each associated with different performance expectations and specific educational and training requirements.  Progression levels represent the various milestones in a career, whereby an employee may stay at that level, such as position or advance to future levels based upon need and ability to operate at the next level.  To obtain this career progression experience, the member should strive to get work assignments and training in more than one of the functional areas of acquisition.

Appraisal Form

 

Name:

Position/Job Title:

Department:

Organization:

 

I.                    Job Knowledge

Job knowledge is the amount of job-related knowledge and skill of an employee. This category includes the nature of job, duties and responsibilities in promoting the organization’s goal. The scope of job knowledge is leading to many difficulties including inefficiencies, rising costs, excessive supervision, and risks. (Mark with check the following level of expertise).

[5] Exceptional: Employee displays a consistently high level of job knowledge that regularly exceeds requirements and seeks for a new knowledge.

[4] Advanced: Employee shows a high level of job knowledge, exceeding requirements in some areas and usually seek out new knowledge when they can.

[3] Competent: Employees at this level is competent enough in their areas of expertise. They only give a little emphasis on the importance of job knowledge.

[2] Improvement Needed: Employee is showing inconsistency in meeting the requirements for job knowledge and sometimes ask for others’ help.

[1] Major Improvement Needed: Employee regularly fails to meet requirements and unable to complete the normal task without the support of others and tasks are sometimes left undone.

 

II. Work Quality

Work quality refers to the effort they make to achieve outcomes with a minimum of avoidable errors and problems as well as minimum consumption of resources but able to meet product quality. (Mark with check the following level of expertise).

[5] Exceptional: Employee meets and frequently exceeds the requirements. Their work effectiveness is well-known by others and setting the standard is their reputation as they seek ways for effective ways of working.

[4] Advanced: Employee meets the requirement and sometimes leaves impression in their work but do not often sets new quality to establish an effective way in working.

[3] Competent: Employee meets the requirement and achieved the positive outcomes. They are in the middle, do not show errors in work-related outcomes and do not create effective ways to improve the working ways.

[2] Improvement Needed: Employee sometimes shows errors but not regularly take a chance in detecting or self-correcting the errors and problems. Through this, employee shows a tendency to excessive resource use.

[1] Major Improvement Needed: Employee fail to meet work effectiveness requirement and regularly do not achieve the desired or required outcomes, or partially achieves them. The errors, product rejection, and low quality of work are highly evident.

 

Report on Career Management Plan

Feedbacks are done through a conversation with the supervisors. The provided feedbacks are entirely based on the assessment or measurement of the work-related activities and their effectiveness for the entire organization. Job analysis is a process to identify and determine in the details of the particular job, duties, requirements and its relative importance. It is where weighed judgments are made about the collected data on a job. The important factor of the analysis is focused on the job and not the individual. The data collected may come from the interviews or questionnaires which lead in analysis, description or specifications of the job.

Through job analysis, the other related needs such as training, selection, compensation, and performance appraisal can be identified. In selection procedures, the job duties that should be included are identified and/or developed and the appropriate salary that is fit for the position is determined. Selection process is also included in hiring new sets of employees, screening, evaluation, and orientation.

 The feedbacks are expected to open another door of opportunities for the employees. The organization believes that there is always a room for improvement that is why the training and mentoring are provided for the employees who needs improvement. Continuous training is essential in every part of the department within the organization. Through training, the awareness related to job is assessed and completed. Training is identified in to two different approaches that aim for a common goal. The first training is done through self-directed study where an individual enhances his or her capabilities.

The next is done through teaching techniques. Employees are encourages the share their knowledge and insights to others which is also quite related to mentoring. Mentoring has a concept of helping others to learn and become more productive workers. The mentor is the facilitator of the training in which he or she provides the career development planning process and also reliable enough in providing valuable coaching and feedbacks with accordance to the career plans and choices of the workers.

The opportunities such as promotion or educational opportunities are given to the employees who paid the organization with their effort, support, knowledge and skills and in return, the employee satisfaction will be theirs. The entire organization is always looking for valuable and competent employees and this opportunity will help the organization to find the right people who will fit in various positions.

The dual career parents are always welcome in the organization and the opportunities that will increase their skills and competency is available for them. Through managing the behavior, the organization will fully understand the role of diversity within the organization. Management behavior, together with the knowledge and skills will create competencies required to perform a specific role or job. As part of the disciplines, the management behavior can formulate competencies and professional qualities identified as necessary to the successful operation of a business. This enables the communication of what is expected of individuals as they grow in the organization.

Although there is unavailable fund to provide the following career opportunities, the entire organization is certain that this will work and became successful. The employees who reached above the expectancy level within their department will be asked to commit themselves in inspiring and guiding the other employees to continue their trust in the organization.

In addition to multispecialty experience, a mixture of operational and staff experience will strengthen an acquisition workforce member’s competitive position when seeking high-level positions in acquisition career fields. Careerists must meet requirements at a current level and show potential and readiness for promotion before advancing to the next level. 

Careerists must meet requirements at a current progression level and show potential and readiness for promotion before advancing to the next progression level.  Promotion while aligned to a Career Program should remain consistent with the current organizational promotion processes and is not guaranteed

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