Fillable Printable Personal Development Planning Example

Personal Development Planning Example

COMPETENCY ASSESSMENT FORM

COMPETENCY ASSESSMENT

AND PERSONAL

DEVELOPMENT PLANNING

PARTICIPATING IN

THE EUROPEAN

SOCIAL DIALOGUE

…..improving your personal

eectiveness

COMPETENCY ASSESSMENT FORM

USING THE COMPETENCY ASSESSMENT FORM The competency assessment form

allows an individual’s current capacities to be compared against the competencies identi+ed by

participants in the European social dialogue as being important factors in the successful

representation of national organisations at the European level. The competencies listed are

those the social dialogue participants selected and ranked as the most important. The priority

rankings of the competencies are described as follows:

Within these categories, the social dialogue participants described the minimum level of performance

against each competence that would lead to e1ective performance in the role. The levels are de+ned as;

“EXPERT” “GOOD PRACTICAL” “BASIC”

COMPLETING THE FORM In order to complete the assessment, an individual’s current capacity

should be rated against each of the competency descriptions. The areas where competence falls

short of the minimum desired level should be indicated at the end of the form. This data can then be

used to discuss and establish a personal development plan for the individual concerned.

The competency assessment form can be completed in a variety of ways. It is primarily intended to

be used to assess the competencies of individual sta1. This is best done on a “joint” basis involving

the manager and sta1 member or on the basis of self assessment by the sta1 member him/herself. To

undertake a joint review, both the manager and sta1 member should complete the form individually

and exchange their +ndings. The sta1 member and the manager can then meet together to discuss

where they agree and where there are di1erences of view, and decide upon an overall assessment of

strengths and areas for improvement. Where the sta1 member undertakes self assessment, the form

can be shared and discussed with the manager in a similar manner, or can be used as a personal self

development tool. This latter use of the form is particularly suited to individuals currently undertaking

European level representational responsibilities and who wish to review their personal competency

base. The form can also be used as recruitment check list and evaluation for internal and external

candidates for posts that require immediate or future involvement in European social dialogue a1airs.

Finally, it can be used by organisation leaders as a “desktop exercise” to identify the overall strengths

and weaknesses with respect to European level representation of their existing compliment of sta1.

When the form has been completed the manager and the individual can assess whether the

individual has the potential in the short or medium term to represent the organisation in the

European social dialogue, If so, and using the information contained on pages 6 and 7 of the

brochure, they can establish an appropriate personal development plan that will help the individual

achieve the standards required. In the short term, it may be that the full complement of

competencies required is only found in a combination of individuals. For example those with the

required level of technical skills do not have some of the personal or technical competencies required

and vice versa. In this case, the decision may be to share the responsibilities building on individual

areas of strength whilst putting together longer term development plans for the individuals involved.

NAME ………………. DATE COMPLETED …………………..

HIGH PRIORITY OR “MUST HAVE” COMPETENCIES

HIGH PRIORITY OR “MUST

HAVE” COMPETENCIES

DESIRABLE OR “GOOD TO

HAVE” COMPETENCIES

Expert Good

practical

Basic

+ or

—

Personal e*ectiveness

Ability to work e1ectively with people of di1erent backgrounds and styles

Active listening

E1ective presentation

Networking and coalition building

Negotiating ability and managing the limits of the mandate

Consensus building

Understanding the national standpoints of others

Analysing complex subjects and situations

E1ective participation in meetings

Explaining and defending compromise solutions

Self motivation

Preparation

Professional knowledge

Knowledge of current labour law and practice in own country

Knowledge of social partner structures and processes in own country

Knowledge of the current EU legal acquis in the social +eld

Familiarity with issues on the EU social partner agenda

Familiarity with the European Union Social Dialogue procedures

Technical skills

Written and spoken English

Electronic communication

DESIRABLE OR “GOOD TO HAVE” COMPETENCIES

Expert Good

practical

Basic

+or—

Personal e*ectiveness

Relationship management

Adaptability to changing circumstances

Managing relationships with organisation leaders and with decision making bodies

Presenting national problems in a European way

Reporting back

Desire to learn

Reaching appropriate decisions based on analysis of orally presented, written and

numerical data

Meeting deadlines

Action orientation

Organising and running e1ective meetings;

Managing the limits of the mandate

Managing interpersonal disagreements and +nding solutions

Writing reports for policy making committees

Writing assessments of alternatives

Clear and concise written transmission of ideas in email, summary and “full-report”

forms

Development of a written man date

Professional knowledge

Knowledge of European decision making procedures

Linking theory to practice

Ability to understand and interpret complex legal and quasi legal documents

Familiarity with national expert networks

Knowledge of decision making structures in own country

Knowledge of the European Institutions

Technical skills

Mastery of basic packages – Word, PowerPoint, Excel, Adobe reader, Web-builder

Internet research capability

SUMMARY OF AREAS FOR IMPROVEMENT

List below the areas where current competence levels need to be improved

and specify the exact nature of the improvement required. Start with

“must have” and move on to “good to have” competencies.

e.g. NETWORKING—“Needs to become more proactive in establishing and

maintaining relationships with peers in other national social partner organisations”

Competence Area Nature of the improvement required

“Must have

competencies”“Good to have”competencies