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Customer Service Level 2 Manage Personal Performance and Development

This document discusses the importance of continuous personal development and self-assessment for improving performance. It recommends that employees regularly assess their strengths, weaknesses, and development needs using methods like self-assessment forms or SWOT analyses. This self-assessment informs the creation of a personal development plan with SMART goals that is reviewed regularly with management. The plan should identify skills to learn through on-the-job activities like coaching, training courses, job rotation, or off-the-job activities like distance learning or evening classes.

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20 views

Customer Service Level 2 Manage Personal Performance and Development

This document discusses the importance of continuous personal development and self-assessment for improving performance. It recommends that employees regularly assess their strengths, weaknesses, and development needs using methods like self-assessment forms or SWOT analyses. This self-assessment informs the creation of a personal development plan with SMART goals that is reviewed regularly with management. The plan should identify skills to learn through on-the-job activities like coaching, training courses, job rotation, or off-the-job activities like distance learning or evening classes.

Uploaded by

ddmarshall2838
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Customer Service Level 2

Manage Personal Performance and Development

Improve own performance

It is important to appreciate that you should aim to be continuously developing – both to


improve and expand your skills and to improve your prospects of promotion. This process is
known as Continuous Personal Development.

In order to find out what areas you should be developing, it is important that you regularly
self-assess, i.e. you consider how you think you have performed.

Self-assessment is a process whereby you consider the following:


 What you are good at – what are your strengths and how can you prove this
 What you feel you need to improve – what area do you need to develop? Why do
you feel the area concerned needs to be improved? how can you improve your
performance in that area and what assistance do you need
 What future development would you like to have – what experience or skills do you
feel you need to have to progress in the future?

Many organisations issue staff with a self-assessment document outlining the above and
other points for consideration. It is important for you to carry out a self-assessment as it
allows a more balanced discussion at the annual appraisal/review meeting, allowing you to
ensure your development needs and concerns are discussed.

Another form of self-assessment is to carry out a SWOT analysis on yourself. Although


principally a business tool this form of self-assessment is a simple method of gathering and
analysing facts about yourself.

A SWOT analysis is an acronym for:


 Strengths
 Weaknesses
 Opportunities
 Threats.

By using a SWOT analysis you can consider and list the areas you know you perform well in,
while also looking at the areas that still need development. You must be realistic and
honest: don’t be worried about your weaknesses – by listing and discussing them you may
find that some are areas for development but others are less important and more than
made up for by your strengths. You may even find that it is more important to further
develop an area of strength than a particular area of weakness. In using a SWOT analysis
you will also be able to consider the opportunities that may be available to you e.g. possible
promotion; possible internal move to gain more experience; new legislation that means you
will require to receive further training. This will allow you to consider the implications of
these and what you should do to make the most of the possible opportunities.
You can also use the SWOT to consider threats (e.g. possible changes within the company;
new processes requiring certain specific skills) allowing you to consider how you can be
prepared for them.

This self-assessment can often identify points for a constructive discussion with your line
manager, leading to a realistic and agreeable plan of future development for you to
participate in over a period of time.

Personal development plan (PDP)


This personal development plan will be personal to you and when it is being agreed you
should remember to consider the following:
 What skills you need for the job – do you already have these skills and just need to
update them or do you need to gain new skills to do your job or to move on within
the organisation?
 Your learning style – what is your personal learning style? Do you prefer to learn by
doing or do you like to carry out research, learning the theory first before putting it
into practice? It is important to acknowledge your learning style and if given the
chance learn by that method.
 The learning activities offered by the organisation – not everything you would want
to do will be available so you need to consider what is available and what is
necessary to do your job.
 Setting SMART targets – when drawing up a personal development/learning plan it is
necessary that you focus and set yourself goals. The use of SMART targets is
important to ensure you complete the personal development agreed. SMART targets
mean you ensure you set targets that are Specific, Measurable, Achievable, Relevant
and Time related. If you don’t set timescales for review or final completion you are
likely to be less focussed and aimless, possibly failing to achieve the proposed
outcome.

Your personal development action plan should be reviewed with an appropriate person and
updated regularly. You should always make sure the activities you action plan are relevant
to the job and ensure you don’t overload yourself. A personal development plan is
important not only for you but also for the organisation as it allows the organisation to
develop staff to meet present and future business needs.

Learning opportunities
Learning opportunities and activities can be attended in own time or company time through
a variety of methods:

Off the job


 Distance learning e.g. open learning study packs, on line learning. In customer
service role possible subjects could be letter writing, computer skills, communication
skills.
 Evening classes e.g. at college, private training establishment where the possible
subjects could be as above offering an alternative method of learning these subjects
more appropriate for those who prefer to learn with others and face to face with
tutors. Recognised academic qualifications may also be offered.
 Short courses covering specific requirements e.g. first aid.

On the job
 Learning by watching – here you learn by watching someone who already knows the
job and can show you how to carry out the task(s).
 Coaching where someone will take you through the task and help or mentor you
until they are satisfied you can do the task yourself.
 In-house training where you attend courses held internally to update you or teach
you new skills.
 Shadowing, where you work alongside someone to learn all aspects of the job.
 Moving through departments or job rotation where you can gain experience of how
other departments operate and expand your knowledge of the organisation. This is
often used by organisations to train new staff or to develop existing staff with a view
to promotion/in company progression.

What is available will depend very much on individual circumstances. Within organisations
information on learning opportunities may be available from the following sources:
 Management
 Human resources department (hr)
 Training and development department
 Intranet
 Organisation web site
 Newsletter
 Bulletin board
 Staff notices board.

Externally information on learning opportunities may be available from:


 Trade unions
 Trade magazines
 Manufacturers and suppliers
 Government agencies
 Colleges
 Libraries
 Newspapers
 Internet.

However the learning opportunities are delivered, they are all made available for a purpose
to develop both the individuals and in turn the organisation.

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