Institute of Leadership and Management Level 5 Diploma in Management
Share: Twitter, Facebook, Pinterest
Dec 17th, 2019

Institute of Leadership and Management Level 5 Diploma in Management

string(140) ” well in team
InitiativeNC2As expertise builds, offer experiences which build confidence in using initiative
Work standardsC4Conscientious.”


Don't use plagiarized sources. Get Your Custom Essay on
Institute of Leadership and Management Level 5 Diploma in Management
Just from $13/Page
Order Essay

The following looks at the development needs of an individual for whom I have responsibility at work. I devise, justify and describe the monitoring of a personal development plan to meet their needs.

My organisation is Westminster Drug Project, a vibrant, dedicated and innovative charitable organisation committed to assisting people who have drug and alcohol related dependences.

The organisation has been in existence over 21 years, and was started in the London Borough of Westminster. Westminster Drug Project (WDP) has grown in size and reputation over the years and presently works across a number of London boroughs and some counties in the south east of England.

The purpose of the organization is to provide support to those affected by drug and alcohol use in local communities, and also to share knowledge acquired in the carrying out of this purpose to a wider audience, so as to have a highly informed society. WDP is committed to ensuring that they provide excellent services to all their stakeholders, from service users to the commissioners. They are committed to providing treatment and support to services users, and to overseeing their successful progression through the various stages of the treatment programme.

The organisation is not adverse to change; rather it structures its services to embrace any change (legislative or otherwise) that might have a positive impact on the treatment journey of its service user. This can be evidenced by the expansion made to some services in order to meet the many stages of a service user’s treatment journey.

Over the years WDP has showed itself to be an organisation which has a passion for its goals. One of the main objectives of the organisation is to develop the potential of its people so as to ensure that everyone is fully committed to the organisation and that they possess the appropriate personal resources in order that the mission of the organisation can be fulfilled.

My role at WDP had progressed over the 5 years I have worked for the organisation, although I have always worked in a financial role. During my time at WDP I have developed and progressed through a number of financial related roles within the finance department. My current position is the Financial Accountant of the company. In this position, my main duties include:

Coaching, mentoring and supervising the Finance Administrators
Supporting the Financial Controller, colleagues and other managers in the management of WDP’s finances.
Devising and implementing effective systems and procedures for the organisation to ensure good governance
Control of WDP’s financial resources in order to provide timely and accurate information to support the organisations decision-making and growth.
Overseeing the day to day operations of the team and having a direct impact upon the development and growth of the team.
Maintaining the integrity of all the sub ledgers and assisting with forecasting and budgeting.
Producing finance reports to senior management and external stakeholders

Since I started working at WDP, I have acquired a vast knowledge of the misuse and or abuse of drugs and alcohol. An important aspect of my Job is to ensure that relationships between the organisation and external stakeholders are not compromised, as well as promoting a healthy working relationship between both parties.

Evaluation of Individual Performance Within an Organisation

This section sets out a performance gap analysis with one member of my team. Performance Gap Analysis (sometimes called Gap Analysis) is a tool which can be used to identify gaps in (amongst other areas) employee performance. By identifying gaps clearly, it is thought that they can be more accurately and speedily addressed. PGA allows an organisation to assess possible improvements in employee performance, to understand why the gaps exist and plan interventions to address the gaps (Van Tiem et al., 2012). Performance Gap Analysis can take various forms. Typically they identify the different components which an employee needs to possess in order to do his or her job well. Then, for each component, there is an assessment whether that skill or ability is critical or non-critical (non-critical components are useful, but not essential to possess), whether the employee currently possesses that skill (and to what level), and therefore where there exists a gap which needs to be filled by training and/or education (Q Finance 2013 [online]). I am using a model which combines categories from CPS (2007) with the suggestions made by Q Finance (2013, online). There are many versions of PGA tools, but I chose this one as I felt the competencies discussed match the requirements of the job in question very well.

The member of my team is Amanda M (please note, a pseudonym has been used)]. A Junior Finance Assistant, she is one of the most junior in the department, and has been with us only 4 months. She joined the department directly from education, so has not had any relevant work experience before. I met with her for 40 minutes to discuss the different aspects of her job, and identify her competency in each. I explained the purpose of the analysis, and she was very enthusiastic about the technique. As she had been with us for a relatively short period of time, she has not had another formal review of her job, and has expressed to me on several occasions that she would be interested in finding out how she is getting on. Both Amanda M and I particularly valued the way that the tool offers a physical record of the meeting, which both allows credit to be given for areas in which the employee is performing well, and also helps identify areas in which the employee is underperforming, while allowing improvements to be tracked over time.

This led to the following gap analysis (presented below):


CompetencyCritical or non-critical (desirable)Degree to which skill/competency possessed (out of 5)Skill gap / Action
Technical ability (financial expertise required for job)C3Will take some time to fully understand technical aspects of job. Reassess in 6 months
TeamworkC4Works well in team
InitiativeNC2As expertise builds, offer experiences which build confidence in using initiative
Work standardsC4Conscientious. Could check more. Recommend daily checking of work at end of day
Customer / client focus (ability to liaise with clients)NC3Lacks confidence with service users. Recommend confidence-building course in next 6 months
Understanding of organisational ‘vision’C5Committed, understands aims of organisation.
CommunicationC3Written communications good, verbal communication needs work. We identified need for confidence building on speaking to groups. Training to take place in next 2 months.
Decision-makingNC3Reassess in 6 months, still building expertise in role.
AdaptabilityC4Flexible. No further action at moment.
Planning & OrganisingC4Well-organised. No further action at moment.
Conflict managementNC3Finds conflict difficult. Reassess need for extra training in 6 months.

Table 1: Performance Gap Analysis with Amanda M

In summary, both Amanda M and I found the gap analysis a useful tool for assessing strengths and weaknesses and planning SMART (specific, measurable, attainable, realistic and timely) objectives (Williams 2011).

Implementing a Personal Development Plan for an Individual in the Organisation

The Personal Development Plan

As well as conducting a gap analysis with Amanda M as described above, I also (with her input) devised a personal development plan (PDP). The detailed discussions which were involved in developing the PGA raised a number of key objectives which fed into the PDP. The plan is presented in table 2 (note, this is written from the viewpoint of Amanda M:

(What do I want to be able to do, or do better?)Success criteria
(How will I recognise success?
How will I review and measure my improvement?)
(What methods will I use to achieve my learning objectives?)

Recommended stories