Organizational Enhancement, Career Ladders, and
Division of Personnel
Department of Administrative Services
State of New Hampshire
Table of Contents
3Individual Development Planning Tracks
4-7Individual Development Planning for Organizational Enhancement
8Individual Development Planning Process
9-11Career Ladders through Agency and Division of Personnel Sponsored Certificate Programs
12Individual Career Path for Employees Not Involved In Career Ladder Programs
13Career Development Personal Characteristics and Attitudes Worksheet
14Career Issues Worksheet
15Knowledge of Work Environment Worksheet
16Knowledge of Self Worksheet
17Integration of Knowledge of Self and Work Environment Worksheet
18Goal Development Worksheet
19Methods for Tracking Action Worksheet
20-30Knowledge, Skills and Abilities [terms and definitions]
31-33Individual Development Planning Forms
34-36Completed Sample of Individual Development Planning Forms
Individual Development Planning
Career Ladders, and
Career Paths in New Hampshire
Track #1: Individual Development Planning For Organizational Enhancement
It is critical to the success of state government to create a culture that encourages, supports, and invests in the short- and long-term organizational development of their employees. Employees’ professional development should be an ongoing process to ensure employees are staying current—if not one step ahead—in their fields and mission-critical competencies. Planning for continuous development must be anchored to the agency’s mission, goals, objectives, and needs, as well as be tied to the employee’s work and career goals.
The State of New Hampshire government-wide objective of training is to develop employees through progressive and efficient training programs to improve public service, increase efficiency and economy, build and retain a workforce of skilled and efficient employees and use best practices to provide performance excellence.
The State of New Hampshire believes that training and development are integral components of work performance, and are inherently tied to agency mission, goals, strategic planning, workforce planning and the provision of services to the public. The State values the dignity and potential of its employees and believes that developing employee potential, through coaching, education and training, mobility opportunities, and on-the-job training is critical to organizational effectiveness. It is the responsibility of the supervisor and the employee, working in partnership, to determine the work goals and training needs for each employee. The purposes for training and development are: 1. To provide agencies with a productive and skillful workforce capable of meeting the current and future responsibilities of state government; 2. To promote constructive work-place relationships in a healthy and diverse workforce; and 3. To assist employees in achieving career and individual development goals.
Training needs to be an integral and critical part of the overall human resource management function. State government employees need to be trained in any field that will: 1. Help achieve the agency’s mission and goals.
2. Improve individual and organizational performance through such activities as: • Formal [classroom] training [college courses, forums, seminars, workshops]; • Self-study [self-paced learning, independent reading]; • Technology-based training [computer-based training, satellite instruction]; • Workplace programs [task forces, mentoring, long-term development, on-the-job training, rotational assignments]; • Retreats;
• Conferences [but only when the content...