Human Resources Development encompasses the totality of preparatory and executive activities with an eye to development, training and guidance of human potential, on the basis of a personal development plan.
PDP or personal development plan: based on the results of a development centre, learning centre, 360 feedback, career interview, evaluation interview, ... the participant prepares his PDP together with the consultant for the coming year. This states areas where he needs to devote effort and developmental activities and includes the anticipated results and the investments needed by the individual and the organisation. In a development centre, the consultant facilitates the process, meant to analyse the strenghts and weaknesses, development needs,…
questions of company or organisation - our approach - added value
Questions of company and organisation
- How do I ensure that the attitude to the developmental needs of my employees does not solely consider their personal employability?
- How do I achieve a more targeted approach with our employees?
- How can I employ training as a retention instrument?
- How can I increase the effectiveness of my training courses?
- How do I ensure that the development of my employees runs hand in hand with that of the organisation?
- What is the 'return on investment' of our development activities?
- How do I fit personal development plans into our HRM cycle?
Our approach
We help companies and organisations in the setting up of a considered and well-grounded HRD policy in 5 steps:
Click here to view the HRD-Model presentation.
1. Defining the direction:
The organisation (managers) and employees provide clarity to one another about where they want to go.
¤ organisation: via competence management and performance management and strategy
¤ employee: via career paths or via career interviews (which offer self-reflection) or via the arrangement of career interview workshops (employees expect of their manager and/or HR contact more than simple input about how they function day to day. The demands, ambitions and the perspective of the employee should also be considered. Passing on tips, structure, insight into the process, but also the internal obstacles an employee erects and those of the employee are a component of this workshop).
2. Investigating and orienting:
The difference between actual and desired competencies is analysed and an inventory is prepared of the peripheral conditions to allow competence development to succeed.
¤ the organisation
¤ the employee: via development centre, 360° feedback.
3. Drawing up a contract:
To their mutual satisfaction, the desired efforts, results and development activities are set down in writing in a PDP (Personal Development Plan).
¤ Workshops on PDP interviews
¤ Workshops on preparing personal development plans
¤ Workshops on giving feedback
4. Keeping agreements:
via training and instruction, coaching, monitoring/follow-up.
5. Result measurement:
In this last phase the results of the personal development journey are measured and a timetable is set for the following steps.
Added value for company and organisation
Grounding
Development is given a wider context and bedded into the organisation. Broad participation of management and employees ensures the involvement and provides a necessary foundation within the organisation.
Win-win
A personal development plan offers the individual a unique "package tour" with a wide choice of destinations. For the employer it offers the guarantee that employees attune their development to the commercial objectives of the organisation.
