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5dpp Activity 2

In: Business and Management

Submitted By samant3387
Words 1450
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Activity 2 5DPP
In today’s business world we’re expected to drive our own development, keep ourselves fresh, embrace change and keep abreast of external factors affecting the role we play in the business environment we work in.
One of the ways to drive and improve personal performance is by undertaking self assessments. While there are many self assessments available, many rely upon different contributing factors.
The Johari Window theory focuses on communication being vital to a successful business; being an information processing model, the Johari Window employs a four-part figure to reflect the interaction of two sources of information - self and others. (Teleometrics International, 2007).

Whilst the Johari Window could be an advantage in future roles I wish to progress into within Wilko, identifying area’s I don’t know about myself could be vital to the success of my newly formed team. The disadvantages far out weigh any benefit from this model, as personality type ENFJ’s are sensitive (identified by the Jung typology test); Too Sensitive – While receptive to criticism, seeing it as a tool for leading a better team, it's easy for ENFJs to take it a little too much to heart. (NERIS Analytics Limited, 2011).
The CIPD Profession Maps focus is aimed at HR professionals; it adds the greatest sustained value to the organisation and how it operates now and in the future, It captures what successful and effective HR people do and deliver across every aspect and specialism of the profession, and sets out the required underpinning skills, behavior and knowledge. (Chartered Institute of Personnel and Development , 2015)

Advantages of using the CPD Map are the structure and relevance to my role, future role and changes planned for a Wilko HR Shared Service Model 2017 road map, as well as fitting with my preferred learning style; ENFJs are global learners. They see the big picture. Learning is systematic, perfect example, structured learning environment, provides full details on evaluation (Butt, 1998), yet the vast area’s of training & development could potentially begin to feel overwhelming for someone and only gives one perspective, the CIPD theory.
We must take into consideration, the assessment of a Wilko Competencies Gap & Role Analysis. This allows oneself to reach the next level, as the advantages are highly rewarding, tie in with the CPD Professional Map, have clear objectives set and provide a professional learning environment; Active learning methods such as debates, brainstorming and contests are used, where possible provide a great tool to ENFJ’s (Butt, 1998). Yet caution needs to be evaluated as success can often depend on ones Management support, availability of resources, priority workload and the ability to self motivate.
Each theory focuses on different, yet applicable contributing factors, which can become overwhelming and you can almost find yourself lost in an array of assessments with varied outcomes. For me researching different models and understanding what I wanted from those assessments helped me to identify which assessments to undertake.
Using the results of my CPD self assessment I have developed a PDP based on the Service Delivery and Information area, although this is not one of the lowest professional area’s to develop, I have decided to focus on this area, as Wilko are in the process of implementing great change within the area of HR, by moving towards a Shared Service Model, as well as looking at a compulsory upgrade of Peoplesoft version 9 to version 9.2, or completely moving away from peoplesoft and exploring the options of SAP and ORACLE HR, I believe the assessment and development actions from my CPD evaluation will assist the business in the large changes identified in the 2017 Road Map.
Works Cited
Butt, J. (1998). Personality Test. Retrieved 2015, from Human Metrics:
Chartered Institute of Personnel and Development . (2015). CIPD Professional Map. Retrieved from CIPD:
Myers, I. B. (2014, October). Carl Jung & Psychological Types. Retrieved from Mbtitoday:
Teleometrics International. (2007). The Johari Window. Retrieved from Teleometrics International:

Development plan | | | | | | | | NAME: | Samantha Kennedy | MEMBERSHIP NUMBER: | 44769753 | | COVERING THE PERIOD FROM: | Oct-15 | TO: | Oct - 2015 | | | | | | | Planned outcome | | | | | | | | | | Where do I want to be by the end of this period? What do I want to be doing? SERVICE DEVELOPMENT LEAD | | | | | | | What do I want/need to learn? | What will I do to achieve this? | What resources or support will I need? | What will my success criteria be? | Target dates for review and completion | 1) Strengthen Core CPD map | a) Part of the project team to implement HR Shared Service Model | a) HR Shared Service Manager support, inclusion and understanding external factors | a) Use influencing skills to be part of the project team | a) December 2015 Review current business timeline | | | b) Read Handbook of HR management practice | b) Understand the model and be able to identify/evidence business benefits | | | | | | | 2) CPD Behaviour – Courage to challenge | a) Stand by my opinions and proposals in the face of difficult questions | a) Management support to attend organisational huddles | a) Ability to reflect on idea’s recommendations | a) November 2015 Review | | | b) Team Support to coach confidence to challenge | b) STAR evidence of idea’s challenged and result achieved | b) April 2016 Completion | | | | | | 3) CPD Behaviour – Decisive Thinker | a) Use supporting data to back up decisions, through colleague feedback, HMRC,ACAS,CIPD websites | a) Access to websites/colleague support | a) Auto process of gathering data and reflecting on current future decisions | a) Monthly reflection on decisions made | | b) Reflect on decision before deciding, weighting up pro’s cons | b) Manager reflection on decisions made previously | | b) August 2016 | | c) Reflect on quick decisions made in the past | | | | | | | | | 4) CPD Professional Area – Service Delivery and Information | a) Part of the Road Map project team – Peoplesoft Upgrade | a) Involvement in tender process for Peoplesoft upgrade 9.2 or complete change to SAP or Oracle | a) Involvement in tender process | a) December 2015 Review | | | b) Management support to enable opinions to be expressed | b) Able to document business benefits and risks for each option | b) 2016 dates unclear at present | | | | c) To be actively involved in the implementation of upgrade or new software | | | | | | | 5) Role Analysis - Gaps | a) People Management – Line man Dev Team, set business objectives & performance targets & monitor through 1;1, performance reviews, PDP plans in place, performance managed effectively | a) Team participation | a) Create yearly calendar of process & people activities | a) Monthly review | | b) Support, feedback, encouragement, recognition to own team during process change & implementation, cascade of comms, devise engagement action plans review/monitor | b) Management support to implement changes | b) Identify area’s of responsibilities | b) Mid Year review completion date July 2016 | | c) Provide team member info to support training needs analysis (annual) ensure demonstrating required level of technical skills, knowledge & competencies, identify gaps & put training plans in place | c) Emotional Intelligence book | c)Set up PDP,s weekly 1:1’s, performance reviews, documented and actively reviewed | c) End of year reviews completed achieving minimum of white | | | d) My Way – Wilko performance online tool | d) Identify area’s of weakness and put plans in place to understand/strengthen) | c) Engagement survey results 2016/2017 increase in score | | | e) Wilko Training needs analysis | e) Manage comms effectively | d) Training needs analysis annual review improvements | | | f) Johari Window | f) Plan in & review 2015/16 action plan from engagement survey results | | | | | g) Action training needs analysis, evaluate levels & deliver to team, putting agreed action plan in place | | | | | h) Reflect on teams/managers opinion on Johari Window with dominant traits reflecting role | | | | | | | 6) Role Analysis - Gaps | a) Financial – Monitor project cost for resources/consultancy support inline with agreed budgets | a) Management support training and sharing of information | a) Consistently monitoring of project costs/days used with external provider Cedar | a) Monthly review | | b) Monitor department costs inline with agreed budgets | b) Cedar external support for Peoplesoft, support projects | b) Monitoring of department costs, making suggestions for cost redeployment & savings | b) Yearly – July 2016 | | | | | | 7) Pass/graduate CIPD Level 5 HR Management | a) Research, complete journals, work as a team with class peers, attend every class unless unavoidable, contribute to each lesson, complete assignments and hand in all work on time and to best of my ability. | a) Support of peers & tutors throughout | a) Completion of each module | a) Monthly review | | | b) Support of workplace managers and colleagues | b) Graduation | b) Completion 22nd June 2016 | | | c) Support of family | | | | | d) CIPD Website, other online journals and information | | | | | e) Access to VLE | | | | | f) Several reference/theory books including ones stipulated above | | |

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