Description
As a part of the performance management system, employees are expected to complete individualized development plans. Plans include goals, action steps and dates for completion. Employees are strongly encouraged to take responsibility for using this form for career planning. Supervisors are urged to discuss development needs and aspirations and to assist employees in obtaining training, specialized experiences and development opportunities.
Target audience - All employees
Time frame
The individualized development plan is completed each year as a part of the performance management system, but can be updated in between.
Format
The form, titled “Development Planning Worksheet” can be found on the Human Resources webpage by clicking on Performance Management System.
The plan is developed by the employee and discussed with the supervisor as part of the performance management process.
Primary lead partner - Human Resources
What’s happening now and what’s needed?
Some employees and some supervisors make sure IDPs are done each year. IDPs need to become a routine part of performance appraisals for everyone
Provide supervisors with training and/or resources on coaching to improve success in this effort.
For additional information and to contribute ideas and energy
Contact:
Alethea.Bell@durhamnc.gov 560-4214
Back to Top
Formal Coaching Program
Description
Coaching has become increasingly wide-spread in the business world. Often reserved for the highest potential leaders in organizations, coaching has been demonstrated to improve learning, retention, and performance. A study done by Public Personnel Management Magazine states that “training alone increased productivity by 22.4 percent, but when paired with coaching, the figure soared to 88 percent.” Coaching focuses on helping clients achieve their professional goals. Significant breakthroughs are often seen as a result of “powerful questions” posed by the coach. Organizational benefits of increased quality, productivity and organizational strength have been documented.
Target audience - Employees with a strong desire to enhance their leadership abilities
Time frame - Coaching is often done over a period of several months
Format
The most common form of coaching is one-to-one, usually over the telephone. Sessions are generally about 45 minutes. Coaching is sometimes done in small groups.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
Coaching is currently available to individuals through the Executive Leadership Institute and to groups through the Management Academy.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
Back to Top
Mentoring
Description
Mentoring is a process by which successful and experienced leaders pass on what they have learned to less-experienced protégés or mentees. Mentors provide a role model, an experienced perspective, and guidance in career navigation. They provide a sounding board for ideas and decisions and give feedback and constructive criticism in a safe environment. Mentees, in turn, provide ideas from a fresh viewpoint and an opportunity for mentors to build skills for identifying and developing talented employees.
Mentoring occurs in a variety of formats; the relationship can be formal or informal. The degree of personal commitment and duration of these relationships varies greatly.
Formal versus Informal Mentoring
Formal mentoring occurs when there is a pre-arranged pairing established between a mentor and mentee. Goals, structure, scheduled meetings, and a beginning and end date formalize the relationship. Formal mentoring includes clear communication from both sides regarding boundaries, expectations and content.
Informal mentoring is less structured. Informal mentoring is the natural interchange in a relationship between a more-experienced person and a less-experienced employee. Informal mentoring relationships may last for years.
Target audience - Experienced leaders with a desire to mentor and less experienced employees with a desire to learn.
Time frame - Mentoring may be time limited (often a year) or open-ended.
Format
Depending on whether mentoring is formal or informal, appointments may be scheduled on a regular basis or happen as the mentor and mentee relationship develops.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
An informal mentoring plan for interested graduates of City College is currently underway. The pilot plan is projected to continue for one year. At that time mentors and mentees will be asked to comment on its success. If successful, this informal approach will be extended to additional employees.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
Back to Top
35 Under 35 Network
Description
Modeled after
www.youngfeds.org and "35 under 35," the City of Durham needs to create special opportunities for networking and development for professionals under age 35 to increase and maintain their interest in municipal government. In addressing the fact that "60 percent of the government General Schedule employees and 90 percent of Senior Executive Service members will be eligible to retire in the next 10 years" the federal government has focused attention on young professionals through a website where they are likely to network. The YoungFeds.org site offers a search and news section, areas for blogs, a calendar of events aimed at under-35 professionals and the ability to download Webcasts and podcasts of events. Columns include profiles of young feds who are making a difference, advice from veteran government executives, a book review and author Q&A and advice from the workplace front lines. A City group of under-35s would decide what they most want and need to support their professional development with the City.
Target audience - Under 35 year old employees of the City of Durham
Time frame - To be decided by those involved
Format
The format would likely include a website for interested employees. Additional meetings or opportunities for building networks would likely be included.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed? - This idea needs a sponsor.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
Back to Top