■ Self-assessment based on analysis by individuals of their work
and life situation.
■ Diagnosisderived from the analysis of learning needs and
priorities.
■ Action planningto identify objectives, helps and hindrances,
resources required (including people) and timescales.
■ Monitoring and reviewto assess progress in achieving action
plans.
IDENTIFYING DEVELOPMENT NEEDS
You can use performance management processes as described in
Chapter 26 to identify self-development needs on your own or in
discussion with your boss. This will include reviewing perfor-
mance against agreed plans, and assessing competence require-
ments and the capacity of people to achieve them. The analysis is
therefore based on an understanding of what you are expected to
do, the knowledge and skills you need to carry out your job
effectively, what you have achieved, and what knowledge and
skills you have. If there are any gaps between the knowledge and
skills you need and those you have, then this defines a develop-
ment need. The analysis is always related to work and the
capacity to carry it out effectively.
By making your own assessment of your personal develop-
ment needs as a basis for identifying the means of satisfying
them and acting accordingly, you can get more satisfaction from
your work, advance your career and increase your employ-
ability.
DEFINING THE MEANS OF SATISFYING NEEDS
When deciding how to satisfy the needs you should remember
that it is not just about selecting suitable training courses. These
may form part of your development plan, but only a minor part;
other learning activities are much more important. Examples of
development activities include:
■ seeing what others do (good practice);
■ project work;
How to Get On 89