GUIDE TO COMPLETING YOUR CAREER DEVELOPMENT PLAN

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1 GUIDE TO COMPLETING YOUR CAREER DEVELOPMENT PLAN What is a Career Development Plan (CDP)? A CDP is a written summary of short and long term goals which support you to reach your potential for a different role - either upwards or sideways. If you are a new colleague, or are still developing in your current role, your development will be done via the Let s Talk process. Being on a CDP requires commitment on your part to be proactive about your own development. As well as this, you also need to be performing well and consistently in your current role, in terms of the what and how therefore as a minimum, you would have scored Good in your last Annual Review. Your Manager should also be supportive of your plans to develop outside your role. What is the aim of a Career Development Plan? The aim of completing a CDP is to document a process of self-analysis, personal reflection and an honest appraisal of your own strengths and weaknesses, so that you are better equipped with the skills / knowledge and behaviour (KSB) to move forward with your development in to either a more senior position or a different role at the same level that you are currently at. Who takes responsibility for the Career Development Plan? The CDP is owned by you, and you are responsible for driving your own development with the support of your Manager and mentors who can assist you with drawing up the plan. This guide can help you identify the type of developmental opportunities you could work through to ensure you are ready to take the next steps in your career - whether this be an upward or sideways move. The list of suggested activities provided is not exhaustive and should reflect your own personal learning needs.

2 What does a CDP involve? An effective CDP should include the following: Personal, honest self-analysis Clear goals / objectives you want to achieve Identification of the key skills, knowledge and behaviour you need to demonstrate, to achieve the goals / objectives How you will measure achievement of the above and timescales Who will help support your development of the above What existing tools can I use to identify my strengths and areas for development? You may find it useful to use some or all of these tools: Review feedback from your Annual Review / 1:1s that identifies any skills, knowledge and behaviours on which you need to work Reflect on verbal feedback from your manager, key stakeholders and colleagues Ask your colleagues to complete an anonymous 360 feedback form (available from your L&D BP). This tool will enable you to see how well your colleagues feel you demonstrate key leadership qualities. Your Manager / L&D BP can help facilitate a development discussion based on your feedback. Review the Job Description of a target role and identify any areas on which you need to gain knowledge / skills Complete a SWOT analysis on your current abilities (see overleaf)

3 Strength, Weakness, Opportunity and Threat Analysis Reviewing these things regularly will enable you to make the most of any situation. Fill out each of the boxes using the questions to help. Consider these from your perspective, and from the point of view of those around you. Don't be modest or shy be as objective as you can. What advantages do you have that others don't have (for example, skills, interpersonal skills, education)? What do other people see as your strengths? Which of your achievements are you most proud of? What values do you believe in that characterise your strengths? S W What tasks do you usually avoid because you don't feel confident doing them? What will the people around you see as your weaknesses? What are your negative work habits (for example, are you often late, are you disorganized, do you have a short temper, or are you poor at handling stress)? What opportunities are there for your personal development? What about your team? What support is available in the business (people, resources etc.) What are the biggest changes you and your team face? Is there a need in your team that no one is filling? O T What obstacles do you currently face at work? Are any of your colleagues currently working against you? Is your job (or the demand for the things you do) changing? Do changing processes impact your position? Could any weaknesses lead to threats? For more information, visit MindTools.com Usually this is used for career planning, but there is a lot of useful information in the article that applies in a number of scenarios

4 The role of a Manager: Rate your competence in the following (1-5, where 5 is competent). This will help you identify further areas that you can work on for sideways moves you could use the job description to as a basis for rating Ability to complete tasks related to your target role, and understand process Commercial / KPI awareness and business orientated thinking Planning / organising and objective setting Delegating Prioritising Time Management / ability to work to deadlines Problem solving and ability to make logical decisions Motivating a team, inspiring, creating enthusiasm and making things happen Presenting a positive personal image and being assertive Resilience under pressure and when things aren t working out Ability to deal with change and manage others through it Ability to accept responsibility for mistakes and learn from them Ability to present a positive personal image and attitude Ability to work to a deadline Positive communication skills ability to coach, mentor and develop your team Ability to and enthusiasm for identifying and developing talent in your team Is a team player / driver Owns and lives the Values drives a positive culture in the team and is a business ambassador Ability to launch / roll-out a project or initiative Strategic thinking Is customer focused Stakeholder and senior stakeholder management Leading and managing meetings Is a self-starter drives own personal development

5 Pulling my CPD together: Now you ve identified the gaps in your Knowledge, Skills and Behaviour (KSB) that you may need to ready yourself for your next role, it s time to have a think about the type of activities you can complete to fulfil these training needs. When you identify a particular activity, think carefully about what you want to get out of it this will help ensure you get the best learning from the experience. The following is a suggested list and focussed on moving from a supervisor into a management role, but feel free to use your initiative and add to it depending on your KSB gaps and target role: Development opportunities I could complete: Own the roll-out of a project: e.g. Christmas, a full department remerchandise or launch of a new range etc. Organise your team, delegate tasks, monitor completion, communicate to key stakeholders, review successes Own a KPI: Analyse where you are currently, identify what can be improved, develop a strategy, communicate and engage your team, impact results Commercial and business acumen: Are you aware of the micro measures that effect your department performance and the tools you can use to help you analyse this? What are you doing to drive these measures? What knowledge gaps do you have? Are there any mentors / experts in the business that can help support your development? Lead on some meetings or team huddles: Own the agenda, review progress against actions, drive completion of targets and expectations Increase your knowledge of people management processes: Attend any workshops on the ADC that will help improve your knowledge. If it is right for your role, complete the Booths People Manager: Employee Lifecycle Course. Consider how your leadership impacts on your team, the customer and business efficiency, how you engage your team throughout their employment and how to handle HR issues within the Booth s Values. Manage performance effectively: Gain confidence when managing your team - ask yourself, are all my current team working at their full potential or are there members of my team who have performance issues? Actively drive improvements Develop others: Ask are your team trained well and developed to the highest standard? Identify what you can do to make improvements. Your performance will be measured against the results of the team / department that you manage. Inspire your team: A Manager needs to have gravitas and be a figurehead. If you need to work on this think about skills that may help you like selfconfidence, communication and public speaking. Think about activities you could complete that would help with this: team engagement activities, social events, organising a community event, volunteering to present at an event. Ensure that you are a role model at all times. (PTO)

6 Review the Job description of your target role: Ask whether you have any gaps in knowledge and take opportunities to shadow the person in role when completing these duties. Gain knowledge of other areas: A Manager needs to be knowledgeable across all areas of the business. Visit other departments and shadow your peers when possible. Volunteer to support other areas of the business: If an area needs support from a people or operational perspective, offer your services with enthusiasm and passion. This will help you gain experience and will also strengthen an application. Engage with a Mentor: This would ideally be another Manager who can help give you advice and guidance on the role and can support your development. Ask, how did they achieve their progression? Get involved with any external to department business projects: If you have the chance to support an initiative in another business area, volunteer your services. Engage with other key stakeholders: Seek support, advice and feedback from your L&D Business Partner or Senior Manager. Learn from others: Identify someone who has the behaviour or skill you want to develop and spend some time with them finding out how they do it. Lead on an improvement within your team: If you can spot improvements that need to be made within your team, become a champion and lead on managing improvements. Completing your Career Development Plan (CDP) You should now be ready to complete your CDP form (see My.Booths). You may choose to complete this on your own or with your Manager, however you should always consult with them on the content of the plan to engage their support and gain advice and feedback on your development.