INDIVIDUAL DEVELOPMENT

PLAN
A QUICK AND SIMPLE
HOW TO GUIDE FOR
SUPERVISORS, MANAGERS
AND EMPLOYEES

WHAT IS IT?
An employee/supervisor collaboratively developed document initiated
and prepared by the employees supervisor
A written plan for developing knowledge, skills, and competency an
employee needs or desires

A way to organize and set priorities for

learning and development experiences that
will help an employee:

Improve their job performance

Manage their career development
Prepare for another job or position
Prepare for increased responsibility

IDPS HELPS TO.

Identify skill/knowledge requirements of the job
Help to improve your staffs performance
Reinforce short and long-term goals
Place emphasis on career objectives
Identify necessary resources
Aid in the budget process

WHEN AND HOW

When
IDPs should be prepared for new employees and those who are
transferred, promoted, or otherwise experience significant job
change
IDPs should be updated annually, concurrent with the annual
performance appraisal process
How
Employee and supervisor collaboratively identify training and
certification requirements and needs applicable to the employees
current job; where the Program is going; and the direction the
employee wants to develop

SUPERVISORS ROLE
Understanding the IDP process and its purpose
Identifying their strengths and weaknesses in

performing

their current work assignments

Finding possibilities for career progression in their current
jobs and work organization
Obtaining access to learning resources

Identifying learning opportunities such as

mentoring, .

coaching,

Ensuring completed training is recorded in the employees

Official Personnel File (OPF)

EMPLOYEES ROLE
Supervisors should expect employees to:
Set goals and objectives that will benefit the organization as
well as enhance his or her career
Evaluate his or her own progress and informed
Ensuring training and certifications are entered in Official
Personnel File (OPF)

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PERFORMANCE APPRAISAL
Performance appraisal is the process of
- obtaining,
- analyzing and
- recording information
about the relative worth of an employee.
The focus of the performance appraisal is measuring and improving
the actual performance of the employee and also the future
potential of the employee.
Its aim is to measure what an employee does.

OBJECTIVES OF PERFORMANCE
APPRAISAL:
To review the performance of the
employees over a given period of
time.
To judge the gap between the actual
and the desired performance.
To help the management in exercising
organizational control.
Helps to strengthen the relationship
and communication between superior
subordinates and management
employees.
To diagnose the strengths and

To provide feedback to the employees

regarding their past performance.
Provide information to assist in the
other personal decisions in the
organization.
Provide clarity of the expectations and
responsibilities of the functions to be
performed by the employees.
To judge the effectiveness of the other
human resource functions of the
organization such as recruitment,

CHARACTERISTICS

It is a step by step process

It examine the employee
strengths and weaknesses
Ongoing and continuous process
Secure information for making
correct decisions on employees

STEPS IN PERFORMANCE APPRAISAL

Establishing job standards

Designing an appraisal programme
Appraise performance
Performance interview
Use appraisal data
For appropriate purpose

APPRAISAL BENEFITS

Appraisals offer
employees:
Direction
Feedback
Input
Motivation

APPRAISAL BENEFITS

Appraisals offer the

company:
Documentation
Employee
Development
Feedback
Motivation system

METHODS OF PERFORMANCE
APPRAISAL

TRADITIONAL METHODS OF
PERFORMANCE APPRAISAL

ESSAY APPRAISAL METHOD

This traditional form of appraisal, also known as "Free Form method"
involves a description of the performance of an employee by his
superior.
The description is an evaluation of the performance of any individual
based on the facts and often includes examples and evidences to
support the information.
A major drawback of the method is the inseparability of the bias of
the evaluator.
It is also a time consuming process.

STRAIGHT RANKING METHOD

This is one of the oldest and simplest
techniques of performance appraisal.
In this method, the appraiser ranks the
employees from the best to the poorest
on the basis of their overall
performance.
It is quite useful for a comparative
evaluation.

PAIRED COMPARISON METHOD

The supervisor compares each employee with
every other employee in the group and rates
each as either superior or weaker of the pair.
+ means better than, - means
worse than.
For each chart add up the number of
positives in each column to get the
highest ranked employee.

PAIRED COMPARISON METHOD

FOR THE TRAIT

C R E AT I V I T Y

FOR THE TRAIT QUALITY OF

WORK
E MP LOYE E RATE D

As
Co
mp
are
d
to:

E M P L OY E E R AT E D

As
Co
mp
are
d
to:

+
-

CRITICAL INCIDENT METHOD

Keeping a record of
uncommonly good or
undesirable examples of an
employees work-related
behavior.
It is reviewed with the employee
at predetermined times.

CRITICAL INCIDENT METHOD

Ex: A fire, sudden breakdown, accident

Workers reaction
A
B
4
C
3
D
2

scale

Informed the supervisor immediately

5
Become anxious on loss of output
Tried to repair the machine
Complained for poor maintenance

EXAMPLES OF CRITICAL INCIDENTS FOR

ASSISTANT PLANT MANAGER
CONTINUING
DUTIES

TARGETS

CRITICAL
INCIDENTS

Schedule
production for
plant

90% utilization of
personnel and
machinery in plant;
orders delivered on
time

Instituted new
production
scheduling system;
decreased late
orders by 10% last
month; increased
machine utilization
in plant by 20% last
month

Supervise
Minimize inventory
procurement of raw costs while keeping
materials and
adequate supplies
inventory control
on hand

Supervise
machinery

No shutdowns due
to faulty machinery

Let inventory
storage costs rise
15% last month;
overordered parts
A and B by
20%; unordered
part C by 30%
Instituted new
preventative

FIELD REVIEW METHOD

In this method, a senior
member of the HR
department or a training
officer discusses and
interviews the
supervisors to evaluate
and rate their respective
subordinates.
A major drawback of this
method is that it is a

FIELD REVIEW METHOD

Performance
subordinate peers
superior customer
Dimension
Leadership

Communication
Interpersonal skills

^
^

^
^

Decision making
^
Technical skills
^

^
^

^
^

CHECKLIST METHOD
The rater is given a checklist of the descriptions of the
behaviour of the employees on job.
The checklist contains a list of statements on the basis of
which the rater describes the on the job performance of the
employees.
Raters are asked to record (a) whether or not each behavior
has been performed by the ratee or (b) the degree to which
each item describes the person being evaluated.

CHECKLIST METHOD
Simple checklist method
Weighted checklist method

Simple checklist
method:
Is employee regular
Y/N
Is employee respected by
subordinate Y/N
Is employee helpful
Y/N
Does he follow instruction
Y/N
Does he keep the equipment in order

WEIGHTED CHECKLIST
METHOD
weights performance rating
(scale 1 to 5 )
Regularity
0.5
Loyalty
1.5
Willing to help 1.5
Quality of work 1.5
Relationship
2.0

GRAPHIC RATING SCALE

It require an evaluator to indicate on a scale the degree to
which an employee demonstrates a particular trait,
behavior, or performance result.
Rating forms are composed of a number of scales, each
relating to a certain job or performance-related dimension,
such as job knowledge, responsibility, or quality of work.
Each scale range from high to low, from good to poor, from
most to least effective, and so forth.

Scales typically have from

five to seven points.
Possible rating errors
include halo effect, central
tendency, severity, and
leniency.

GRAPHIC RATING SCALE

Continuous Rating
Scale
Discontinuous Rating
Employee name_________
Scale
Raters
name ___________

Deptt_______
Date________
-----------------------------------------------------------------------Exc.
Good Acceptable
FairPoor
5 4
3
2 1 _
Dependability
Initiative
Overall output
Attendance
Attitude
Cooperation
Total score
Continuous Rating Scale

DISCONTINUOUS RATING SCALE

Indifferent

Enthusiastic

Attitude

No
Interest

Interested

Very
enthusi
astic

ACCEPTABLE RATING SCALES

SHOULD HAVE THE
FOLLOWING
CHARACTERISTICS:

Performance dimensions should be

clearly defined.
Scales should be behaviorally based so
that a rater is able to support all
ratings with objective, observable
evidence.
Points on each scaled dimension should
be brief, unambiguous, and relevant
to the dimension being rated. For
example, in rating a person's flow of
words, it is preferable to use anchors

CAREFULLY CONSTRUCTED
GRAPHIC RATING SCALES
HAVE A NUMBER OF
ADVANTAGES:

Standardization of content
permitting comparison of
employees.
Ease of development use and
relatively low development
and usage cost.
Reasonably high rater and
ratee acceptance.

FORCED CHOICE METHOD

Rater asked to select statement which is most or least descriptive of
the employee.
It is similar to grading on a curve.
Predetermined percentages of ratees are placed in various
performance categories.
In a group of 20 employees, two would have to be placed in the low
category, four in the below-average category, eight in the
average, four above average, and two would be placed in the
highest category.
The proportions of forced distribution can vary.

Even if all employees in a unit

are doing a good job, the
forced distribution approach
dictates that a certain
number be placed at the
bottom of a graded
continuum.

FORCED CHOICE
METHOD
Criteria

Rating

1.Regularity on the job Most

Always regular
Inform in advance for delay
Never regular
Remain absent
Neither regular nor irregular

Least

FORCED DISTRIBUTION CURVE

No.
of
employ
ees

10% 20%

40%

20%

10%

Poor Below Average Good Excellent

average

MODERN METHODS OF PERFORMANCE

APPRAISAL

MANAGEMENT BY OBJECTIVES
The term "management by objectives"
was first popularized by Peter Drucker
in his 1954 book 'The Practice of
Management.
Management by objectives (MBO)
involves setting specific measurable
goals with each employee and then
periodically discussing his/her
progress toward these goals.

The essence of MBO is

participative goal setting,
choosing course of actions
and decision making.
The term MBO almost always
refers to a comprehensive
organization-wide goal setting
and appraisal program.

MBO CONSIST S OF SIX MAIN

Set STEPS
the organizations goals
Set departmental goals
Discuss departmental goals
Define expected results
Performance review and measure
the results
Provide feedback

360-DEGREE FEEDBACK
360 degree feedback, also known as
'multi-rater feedback', is the most
comprehensive appraisal where
the feedback about the employees
performance comes from all the
sources that come in contact with
the employee on his job.

360-DEGREE FEEDBACK
360 degree performance appraisal is
also a powerful developmental tool
because when conducted at regular
intervals (say yearly).
It helps to keep a track of the
changes others perceptions about
the employees.
A 360 degree appraisal is generally
found more suitable for the
managers as it helps to assess their
leadership and managing styles.

THE CONCEPT

For example, subordinate assessments of a supervisors performance

can provide valuable developmental guidance, peer feedback can be
the heart of excellence in teamwork, and customer service feedback
focuses on the quality of the teams or agencys results.

THE PROCESS

APPLICATION OF 360 DEGREE

FEEDBACK
PERSONAL DEVELOPMENT OF EMPLOYEES

- Improving perception of the

individual about oneself by
understanding how others
perceive him/her.
- Helping an individual manage
ones performance better
- Facilitating learning process
for the employees.

TEAM DEVELOPMENT

- Increase in inter-personal
communication among team
members
- Improved customer service as
customer feedback is included
in the 360 degree feedback.

HUMAN RESOURCE MANAGEMENT

-

Personnel selection and employee coaching

General personnel decisions-promotions, pay increases,

probationary status or termination

Training and Development-employee training, management

development, and organizational development

Planning for development centres, identification of development

needs like the potential for leadership, development and honing of
competencies, career planning and development

SETTING UP A 360 DEGREE FEEDBACK

PROCESS
PARTICIPANT: A person who is
evaluated by others through the 360
degree feedback process
EVALUATOR: A person who evaluates
another person by filling out a 360
degree survey on them
SUPERVISOR: An employees boss
PEER: Someone whom an employee
works with and who does not report
to him/her.
DIRECT REPORTS: Someone who
reports to another person (generally

ADVANTAGES
To the individual:
Helps individuals to understand
how others perceive them.
Uncover blind spots
Quantifiable data on soft skills

To the team:
Increases communication
Higher levels of trust
Better team environment
Supports teamwork
Increased team effectiveness

To the organization:
Reinforced corporate culture by linking
survey items to organizational leadership
competencies and company values
Better career development for employees
Promote from within
Improves customer service by involving
them
Conduct relevant training

ASSESSMENT CENTER

It is an approach to selection
whereby a number of tests
and exercises are
administered to a person or
a group of people across a
number of hours (usually
within a single day).

Assessment centers are

particularly useful where:
Required skills are complex
and cannot easily be
assessed with interview or
simple tests.
Required skills include
significant interpersonal
elements (e.g. management
roles).

The characteristics assessed in

assessment centre include
planning and organizing abilities,
communication skills, problem
solving and decision making, selfconfidence, interpersonal skills,
resistance to stress, creativity
etc.

THERE ARE:

Individual exercises
One-to-one exercises
Group exercises
Self-assessment exercises

DEVELOPING ASSESSMENT
CENTERS
Identify criteria
Develop exercises
Select assessors
Develop tools for assessors
Prepare assessors and others
Run the assessment center
Follow-up

EXAMPLE ASSESSMENT CENTRE

Investment bank will be as follows:
Day one
5pm: Arrive at Hotel / Registration
6.30pm: Drinks reception with company
representatives
7.30pm: Dinner with company
representatives
9.00pm: Company presentation

Day two
8.00am: Breakfast
9.00am: Aptitude tests (numerical and verbal)
10.00am: Personality questionnaires
10.30am: Group exercise one + group exercise two
12.30pm: Lunch
1.30pm: Group exercise three + business exercise
2.30pm: Individual presentations
3.30pm: Panel Interview
4.30pm: Refreshments
5.00pm: Evaluation / depart

BEHAVIORALLY ANCHORED
RATING SCALES (BARS)
Behaviorally anchored rating scales
(BARS) are rating scales whose scale
points are defined by statements of
effective and ineffective behaviors.
The scales represent a continuum of
descriptive statements of behaviors
ranging from least to most effective.
An evaluator must indicate which
behavior on each scale best describes
an employee's performance.
BARS differ from other rating scales in
that scale points are specifically

THERE ARE FOUR STEPS IN THE BARS

CONSTRUCTION PROCESS:
Step 1.

Listing of all the important dimensions

of performance for a job
or jobs

Step 2.
Collection of critical incidents of
effective and ineffective behavior
Step 3.
Classification of effective and
ineffective behaviors to appropriate
performance dimensions
Step 4.
Assignment of numerical values to
each behavior within each dimension

HUMAN RESOURCE ACCOUNTING

METHOD
Human resources are valuable assets for every organization.
Human resource accounting method tries to find the relative worth of
these assets in the terms of money.
In this method the performance appraisal of the employees is judged
in terms of cost and contribution of the employees.
The cost of employees include all the expenses incurred on them like
their compensation, recruitment and selection costs, induction
and training costs etc whereas their contribution includes the
total value added (in monetary terms).

The difference between the cost

and the contribution will be the
performance of the employees.
Ideally, the contribution of the
employees should be greater
than the cost incurred on them.

TOOL

ADVANTAGES

DISADVANTAGES

Graphic rating scale

Simple to use;
provides a
quantitative rating for
each employee

Standards may be
unclear; halo effect,
central tendency,
leniency, bias can
also be problems

BARS

Provides behavioral
anchors. BARS is
very accurate

Difficult to develop

Alternation ranking

Simple to use (but not

as simple as graphic
rating scales). Avoids
central tendency and
other problems of
rating scales

Can cause
disagreements
among employees
and may be unfair if
all employees are, in
fact, excellent

Forced distribution
method

End up with a
predetermined
number or % of
people in each group

Employees appraisal
results depend on
your choice of cutoff
points

Critical incident
method

Helps specify what is

right and what is
wrong about the
employees

Difficult to rate or
rank employees
relative to one
another