After a challenging performance appraisal session, it is tempting to draw up a long list of development suggestions. However, in reality it is best to focus on no more than one or two development areas in any performance cycle. Using performance based criteria such as behavioural competencies will help focus the development. As behavioural competencies are based on the requirements of the job, it will also mean that the development is targeted and relevant.

2. Set SMART goals

Once the criteria for development have been prioritised, express each of the development areas as a SMART goal:-
S specific
M measurable
A achievable
R relevant
T time bound

For example:
”I will develop and get signed off by my manager by May this year a business development plan which aims to deliver a 10% increase in revenue.”

This SMART goal is also clever. It delivers something tangible for the business and therefore will get support from management. At the same time, it is also helping to develop such competency areas as ‘Strategic Thinking’ or ‘Influencing’.

To increase the probability of achieving the development goals, it may be helpful to:

• Break broad, long term aims into smaller, short range manageable steps
• Consider whether support from others would be helpful. Discuss the targets with colleagues or a coach as appropriate
• Have a contingency plan in case the targets are not achieved
• Get specific and frequent feedback from others

3. Identify the Barriers

Once the competencies for further development have been prioritised and SMART goals set, reflect on the issues that currently stand in the way of performing that competency effectively. Understanding what these issues or obstacles are will help to focus development efforts and improve the chances of reaching the development targets.

Clarifying the issues will help to identify exactly what needs to be done to develop strengths related to particular competencies. For instance,

• An inability to carry out a task may be due to a lack of skill
• Or lack of appropriate information or knowledge
• Or not seeing this as the right thing to do or part of the role (an issue about values or self image)
• Not having the necessary ways of behaving (a trait
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  ant.

  2. Set SMART goals
  

  Once the criteria for development have been prioritised, express each of the development areas as a SMART goal:-
  S specific
  M measurable
  A achievable
  R relevant
  T time bound
  

  For example:
  ”I will develop and get signed off by my manager by May this year a business development plan which aims to deliver a 10% increase in revenue.”

  This SMART goal is also clever. It delivers something tangible for the business and therefore will get support from management. At the same time, it is also helping to develop such competency areas as ‘Strategic Thinking’ or ‘Influencing’.

  To increase the probability of achieving the development goals, it may be helpful to:

  • Break broad, long term aims into smaller, short range manageable steps
  • Consider whether support from others would be helpful. Discuss the targets with colleagues or a coach as appropriate
  • Have a contingency plan in case the targets are not achieved
  • Get specific and frequent feedback from others

  3. Identify the Barriers

  Once the competencies for further development have been prioritised and SMART goals set, reflect on the issues that currently stand in the way of performing that competency effectively. Understanding what these issues or obstacles are will help to focus development efforts and improve the chances of reaching the development targets.

  Clarifying the issues will help to identify exactly what needs to be done to develop strengths related to particular competencies. For instance,

  • An inability to carry out a task may be due to a lack of skill
  • Or lack of appropriate information or knowledge
  • Or not seeing this as the right thing to do or part of the role (an issue about values or self image)
  • Not having the necessary ways of behaving (a trait
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    ivers something tangible for the business and therefore will get support from management. At the same time, it is also helping to develop such competency areas as ‘Strategic Thinking’ or ‘Influencing’.

    To increase the probability of achieving the development goals, it may be helpful to:

    • Break broad, long term aims into smaller, short range manageable steps
    • Consider whether support from others would be helpful. Discuss the targets with colleagues or a coach as appropriate
    • Have a contingency plan in case the targets are not achieved
    • Get specific and frequent feedback from others

    3. Identify the Barriers

    Once the competencies for further development have been prioritised and SMART goals set, reflect on the issues that currently stand in the way of performing that competency effectively. Understanding what these issues or obstacles are will help to focus development efforts and improve the chances of reaching the development targets.

    Clarifying the issues will help to identify exactly what needs to be done to develop strengths related to particular competencies. For instance,

    • An inability to carry out a task may be due to a lack of skill
    • Or lack of appropriate information or knowledge
    • Or not seeing this as the right thing to do or part of the role (an issue about values or self image)
    • Not having the necessary ways of behaving (a trait
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      Have a contingency plan in case the targets are not achieved
    • Get specific and frequent feedback from others

    3. Identify the Barriers

    Once the competencies for further development have been prioritised and SMART goals set, reflect on the issues that currently stand in the way of performing that competency effectively. Understanding what these issues or obstacles are will help to focus development efforts and improve the chances of reaching the development targets.

    Clarifying the issues will help to identify exactly what needs to be done to develop strengths related to particular competencies. For instance,

    • An inability to carry out a task may be due to a lack of skill
    • Or lack of appropriate information or knowledge
    • Or not seeing this as the right thing to do or part of the role (an issue about values or self image)
    • Not having the necessary ways of behaving (a trait
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      >Clarifying the issues will help to identify exactly what needs to be done to develop strengths related to particular competencies. For instance,
      • An inability to carry out a task may be due to a lack of skill
      • Or lack of appropriate information or knowledge
      • Or not seeing this as the right thing to do or part of the role (an issue about values or self image)
      • Not having the necessary ways of behaving (a trait issue)
      • Not enjoying or being motivated by this (a motive issue)

      4. Use Development Approaches which Address the Need

      Depending on the particular development issue, select an appropriate development action. For instance, gaps in skills and knowledge can often easily be addressed by training courses. However, traits, motives and self image will require different approaches such as coaching or self directed learning.

      5. Constantly Review and Revise Progress

      As with any development activity, it is important that regular reviews of progress are built in. If other people are not involved in the review process, set clear indicators of success to enable a personal review.

      Indicators might include:
      

      • Deciding how far targets have been met. This may require feedback from others on how far they see the competencies being demonstrated.
      • Clarifying the things that are helping and hindering progress and what can be done about the latter.
      • Stating ways in which the personal development plan may need revision and the implications of the changes.