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Here are the most popular Learning and Development trends and practices that were published in the annual Learning and Development survey report of the Chartered Institute of Personal Development (CIPD):

On-the-job training continues to be the most popular and effective way for employees to gain new skills, with 48% of respondents regarding it favorably. In-house development programs are the second most popular form of training; 46% use this method regularly.

This is exciting for organizations that have already incorporated eLearning into their development programs, and it's encouraging for those yet to adopt internal practices into the workplace.

It's no surprise that on-the-job training and in-house development programs have succeeded with trainers and staff. Internal training allows peers to learn in a familiar environment, where engaging discussions and ideas provide equal opportunity to contribute and learn from people's experiences.

The CIPD calls this "a growing shift towards creating a learning culture" where trainers and peers can share internal knowledge, collaborate, openly communicate and learn in a socially engaging environment.

This does raise some questions, though: Which methods generate the best employee response? And which are expected to grow?

eLearning Courses Are Expected To Grow By 59%

eLearning courses are expected to grow by 59%, while in-house development programs are anticipated to grow by 53% over the same period.

The report also reveals which methods are declining. Coaching by external practitioners is expected to fall by 25% over the next two years, while formal education courses and external workshops are also anticipated to decline.

New Technologies Will Have A Big Impact On Learning And Development

In conjunction with the rising use of eLearning programs, technology and mobile devices heavily influence how trainers conduct courses. The CIPD report states that "Developments in mobile learning technologies, followed by virtual classrooms and social media, are expected to have the greatest impact on the L&D profession in the next five years".

Related: Modern learners want the convenience and flexibility of mobile learning

Despite this, face-to-face delivery is still the dominant form of peer education and interaction. The 2015 CIPD report states that one in three respondents who use learning technology deliver "more than three-quarters of their L&D activities through face-to-face experiences".

These statistics don't necessarily undermine the importance of technology in developing eLearning courses. But they do tell us that respondents are open to a blended learning approach, where technology and traditional face-to-face delivery are equally shared.

Final Thoughts

Are you in the process of moving from face-to-face to online training? Our simple and fast eLearning authoring tool - Elucidat - might be the perfect solution to help you deliver a blended learning solution.

Our tool helps large companies and training providers streamline eLearning design, production, and deployment, enabling them to deliver multi-device eLearning 50% faster.

In addition, our simple point and edit functionality empowers all team members (even non-technical ones) to create engaging eLearning that stands out from the crowd.

Interested in learning more? Take the 80 second video tour or sign up for a free 14-day trial.

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Learning And Development Trends And Practices To Watch In 2016 - eLearning Industry

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Here are the most popular Learning and Development trends and practices that were published in the annual Learning and Development survey report of the Chartered Institute of Personal Development (CIPD): On-the-job training continues to be the most popular and effective way for employees to gain new skills, with 48% of respondents regarding it favorably.

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Keeping Professional Development up to date

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Keeping Professional Development up to date

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Do you remember leaving school or university and thinking that exams and assessments would be a thing of the past? It doesn't take long to realise that the workplace can be an equally intense and competitive learning environment.

Whether we like it or not, employees are constantly being judged on their capabilities and benchmarked against their peers. And, unlike studying for a qualification, the goalposts in the workplace keep moving. This might be because of new technology, customer demand, legislation or simply because there is a new chief executive with a different vision. All these changes invariably have implications for the staff.

Some organisations are good at providing learning opportunities when they can see a direct benefit to the organisation. What's offered, however, may not always be in line with what you really want or need for your career. So, if you want to protect your employablity, you need to take charge of your personal development.

According to the 2012 Learning Survey by Niace, the adult learning organisation, there's a strong correlation between learning and sustained employment. Staff who undertake learning activities are more able to adapt to the changing requirements of an organisation and gain a competitive edge in the job market. Candidates who demonstrate that they're conscientious about their personal development are likely to be seen as highly motivated and engaged. Their openness to learning also suggests they're flexible, adaptable and will bring a continuous improvement ethos to the workplace - all of which is appealing to an employer.

So, with this in mind, here are some ways to start thinking about your own learning and development.
Enhancing your performance
What areas of your job do you find most difficult or want to improve? For ideas, look at past performance reviews or talk to your manager, colleagues or HR department. Seek advice from those whose skills or career you wish to emulate.

Improving the areas you identify may mean going on a course or workshop, or you may find that mentoring, guided reading, work-shadowing, or online study is more relevant. For instance, if you know that negotiation skills are an increasingly important part of your job, perhaps your manager could arrange for you to shadow someone with exceptional skills in this area, or even coach you themselves through your next negotiation skills project.
Benchmarking the job market
When you're busy at work it's easy to lose sight of the changing needs of the job market. Periodically check out adverts and person specifications for roles that are either similar to yours or are in line with the role you're looking for next. Do you have everything they're looking for? For instance, are your IT skills up to scratch? Could the lack of a professional qualification be an issue if every employer seems to be asking for it?
Knowledge updating
Some professions require a certain amount of professional development every year to retain your status. Whether this is a requirement or not, make sure you're up-to-date with what's happening in your field, or you could lose credibility and potentially expose your company to risks. You can keep updated by reading professional journals or trade press, attending industry events, conferences, workshops or your own research. The rise of webinars, e-newsletters and online forums means it's easier than ever to participate in learning from your office desk or at home.
Softer skills
Every role requires soft skills to some degree, whether it's communication skills or handling emotion and conflict in the workplace. If you're looking to climb the career ladder, then developing people management skills should be an absolute priority. Practical training and coaching are particularly effective, especially if the learner is supported when they come to apply those skills, either through one-to-one coaching or via a supervised network.
Different routes to personal development
Although many people equate learning and development with professional qualifications, there are lots of other routes. For instance, voluntary work can be a great way to develop additional skills. I coached an IT technical professional who was keen to move into management. I recommended that he join the charity committee to widen his exposure to strategic and operational management activities. This experience proved to be instrumental in persuading his organisation of his ability to jump from a technical route to a management career.

Here are some other professional development ideas:
Reading professional journals, books, research papers, articles etc
Coaching, mentoring, training courses, academic study, conferences and webinars
Voluntary work, fundraising and event management
Research activities, blogging and publishing articles
Training others and giving presentations or speaking at a conference
Spending time with other departments, customers, suppliers, trade bodies or stakeholders
Joining committees, professional associations, campaign groups and participating in industry forums
Apprenticeships, internships, work shadowing and secondments
Applying for industry awards or scholarships

Learning and development takes time and energy, and it will sometimes take you out of your comfort zone. If you can keep the learning habit throughout your career, however, you're far more likely to extend your career longevity, mitigate any risks and improve your employability.
Next month, Corinne will be advising on how to write a CV that will get shortlisted. You can check out Corinne's Corinne Mills is managing director of Looking for a job? Browse Guardian Jobs for your next career step. Personal Career Management and is author of several best-selling career books. April instalment on how application reviews.

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Keeping your professional development continuous

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Do you remember leaving school or university and thinking that exams and assessments would be a thing of the past? It doesn't take long to realise that the workplace can be an equally intense and competitive learning environment. Whether we like it or not, employees are constantly being judged on their capabilities and benchmarked against their peers.

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Human Resources : What Is Employee Performance Appraisal?

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Performance feedback can be given two ways: through constructive feedback or through praise and criticism. Don’t fall into the trap of giving praise and criticism on employee performance.

Constructive feedback is information-specific, issue-focused, and based on observations. It comes in two varieties:
Praise and criticism are both personal judgments about a performance effort or outcome, with praise being a favorable judgment and criticism, an unfavorable judgment. Information given is general and vague, focused on the person, and based on opinions or feelings.

Be direct when delivering your message. Get to the point and avoid beating around the bush. Both negative and positive feedback should be given in a straightforward manner.

Avoid “need to” phrases, which send implied messages that something that didn’t go well. For example, “Jane, you need to get your reports turned in on time, and you need to spell check them.” This message is not really performance feedback. It implies that Jane did not do something well with her reports, but it doesn’t report exactly what happened. Providing clarity on what occurred is the aim of feedback.

Be sincere and avoid giving mixed messages.Sincerity says that you mean what you say with care and respect. Mixed messages are referred to as “yes, but” messages. For example, “John, you have worked hard on this project, but. . . .” What follows is something the person is not doing well and is the real point of the message. The word “but,” along with its cousins “however” and “although,” when said in the middle of a thought, create contradictions or mixed messages. In essence, putting “but” in the middle tells the other person, “Don’t believe a thing I said before.”

In positive feedback situations, express appreciation. Appreciation alone is praise. Yet when you add it to the specifics of constructive feedback, your message carries an extra oomph of sincerity. For example: “Sue, your handling of all the processing work while John did the callbacks made for an efficient effort and showed good teamwork. Everything you did was accurate, as well. Thanks so much for helping out. Such initiative is a real value to the team.”

In negative feedback situations, express concern.A tone of concern communicates a sense of importance and care and provides the appropriate level of sincerity to the message. Tones such as anger, frustration, disappointment, and the ever-popular sarcasm tend to color the language of the message and turn attempts at negative feedback into criticism. The content of the message gets lost in the noise and harshness.
The purpose of negative feedback is to create awareness that can lead to correction or improvement in performance. If you can’t give negative feedback in a helpful manner, in the language and tone of concern, you defeat its purpose.

Give the feedback person-to-person, not through messengers of technology. The nature of constructive feedback is verbal and informal. That can be done only by talking live to the employee, either face-to-face — or by phone when you physically can’t be together.

State observations, not interpretations.Observations are what you see occur; interpretations are your analysis or opinion of what you see occur. Tell what you’ve noticed, not what you think of it, and report the behavior you notice at a concrete level, instead of as a characterization of the behavior. Observations have a far more factual and nonjudgmental aspect than do interpretations.

Positive feedback is news or input to an employee about an effort well done.

Negative feedback is news to an employee about an effort that needs improvement. Negative feedback doesn’t mean a terrible performance, but rather a performance in which the outcomes delivered should be better. So negative is not a negative word in this case.

The guidelines for giving constructive feedback fall into four categories: content, manner, timing, and frequency.

CONTENT

Content is what you say in the constructive feedback.

1. In your first sentence, identify the topic or issue that the feedback will be about.

2. Provide the specifics of what occurred.

Without the specifics, you only have praise or criticism. Start each key point with an “I” message, such as, “I have noticed,” “I have observed,” “I have seen,” or when the need exists to pass on feedback from others, “I have had reported to me.” “I” messages help you be issue-focused and get into the specifics.

MANNER

Manner is how you say the constructive feedback. As you may know, how you say something often carries more weight than what you have to say — manner is an important element when giving feedback.

TIMING

Timing answers this question: When do you give an employee feedback for a performance effort worth acknowledging?

The answer is ASAP (as soon as possible). Feedback is meant to be given in real-time, as close as possible to when the performance incident occurs so that the events are fresh in everyone’s minds. When feedback is given well after the fact, the value of the constructive feedback is lessened.

When giving negative feedback, you may want to apply a different timeline: ASAR (as soon as reasonable/ready — that is, when you’re ready). Sometimes when an incident happens, you aren’t feeling too good about it, and you need time to cool off and get your thoughts in order before you give negative feedback (so that your manner displays a tone of concern). Doing that may mean giving the feedback tomorrow rather than right now, but tomorrow is still timely, and your feedback will come across as far more constructive.

FREQUENCY

Frequency answers the question, “How often should your employees receive constructive feedback on their performance?”

This last guideline is the most important because it makes all the other guidelines work. Use constructive feedback regularly to acknowledge real performance. Try to catch and respond to employees doing the job right just as much as you catch and respond to them doing something not quite right — and don’t acknowledge how they are performing only once or twice a year.

Be sure to keep notes on the performance feedback that you give. It helps you track what’s happening in people’s performance rather than relying on your memory.

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Work/life balance advantages: employees

A good work/life balance can enable employees to feel more in control of their working life and lead to:

increased productivity

lower absenteeism

a happier, less stressed workforce

improvements in employee health and well-being

a more positive perception of you as an employer

greater employee loyalty, commitment and motivation

a reduction in staff turnover and recruitment costs

Work/life balance advantages: business

The benefits of a work-life balance initiative are not confined to just the workforce. Work/life policies and flexible working practices can also help you:

react to changing market conditions more effectively and meet customer demands - for example, shift work, part-time work and flexitime can help you open longer without making your employees work longer hours

meet seasonal peaks and troughs in your business

boost your competitiveness

become recognised as a business that people want to work for

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Why have a personal Development plan

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"Run, hide, or say thank you: when faced with feedback, what do you do?" Joy Mayer at TEDxCoMo

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You are most likely to succeed in life if you use your talents to their fullest extent. Similarly, you'll suffer fewer problems if you know what your weaknesses are, and if you manage these weaknesses so that they don't matter in the work you do.

So how you go about identifying these strengths and weaknesses, and analyzing the opportunities and threats that flow from them? SWOT Analysis is a useful technique that helps you do this.
What makes SWOT especially powerful is that, with a little thought, it can help you uncover opportunities that you would not otherwise have spotted. And by understanding your weaknesses, you can manage and eliminate threats that might otherwise hurt your ability to move forward.

If you look at yourself using the SWOT framework, you can start to separate yourself from your peers, and further develop the specialized talents and abilities you need to advance your career and help you achieve your personal goals

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How to Carry Out a Personal SWOT Analysis

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How can Professional Development benefit YOU?

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What is a Professional Development Plan?

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How to Do a SWOT Analysis

Avoid relying on your own, partial understanding of your organization. Your assumptions could be wrong. Instead, gather a team of people from a range of functions and levels to build a broad and insightful list of observations.

Then, every time you identify a Strength, Weakness, Opportunity, or Threat, write it down in the relevant part of the SWOT analysis grid for all to see.

Let's look at each area in more detail and consider what fits where, and what questions you could ask as part of your data gathering.

Strengths

Strengths are things that your organization does particularly well, or in a way that distinguishes you from your competitors. Think about the advantages your organization has over other organizations. These might be the motivation of your staff, access to certain materials, or a strong set of manufacturing processes.

Then turn your perspective around and ask yourself what your competitors might see as your strengths. What factors mean that you get the sale ahead of them?

Remember, any aspect of your organization is only a strength if it brings you a clear advantage. For example, if all of your competitors provide high-quality products, then a high-quality production process is not a strength in your market: it's a necessity.

Weaknesses

Weaknesses, like strengths, are inherent features of your organization, so focus on your people, resources, systems, and procedures. Think about what you could improve, and the sorts of practices you should avoid.

Once again, imagine (or find out) how other people in your market see you. Do they notice weaknesses that you tend to be blind to? Take time to examine how and why your competitors are doing better than you. What are you lacking?

Be honest! A SWOT analysis will only be valuable if you gather all the information you need. So, it's best to be realistic now, and face any unpleasant truths as soon as possible.

Opportunities

Opportunities are openings or chances for something positive to happen, but you'll need to claim them for yourself!

They usually arise from situations outside your organization, and require an eye to what might happen in the future. They might arise as developments in the market you serve, or in the technology you use. Being able to spot and exploit opportunities can make a huge difference to your organization's ability to compete and take the lead in your market.

Think about good opportunities that you can exploit immediately. These don't need to be game-changers: even small advantages can increase your organization's competitiveness. What interesting market trends are you aware of, large or small, which could have an impact?

You should also watch out for changes in government policy related to your field. And changes in social patterns, population profiles, and lifestyles can all throw up interesting opportunities.

Threats

Threats include anything that can negatively affect your business from the outside, such as supply-chain problems, shifts in market requirements, or a shortage of recruits. It's vital to anticipate threats and to take action against them before you become a victim of them and your growth stalls.

Think about the obstacles you face in getting your product to market and selling. You may notice that quality standards or specifications for your products are changing, and that you'll need to change those products if you're to stay in the lead. Evolving technology is an ever-present threat, as well as an opportunity!

Always consider what your competitors are doing, and whether you should be changing your organization's emphasis to meet the challenge. But remember that what they're doing might not be the right thing for you to do. So, avoid copying them without knowing how it will improve your position.

Be sure to explore whether your organization is especially exposed to external challenges. Do you have bad debt or cash-flow problems, for example, that could make you vulnerable to even small changes in your market? This is the kind of threat that can seriously damage your business, so be alert.

A SWOT Analysis Example

Imagine this scenario: a small start-up consultancy wants a clear picture of its current situation, to decide on a future strategy for growth. The team gathers, and draws up the SWOT Analysis shown in Figure 2.

Figure 2. A Completed SWOT Analysis.

Strengths What do you do well? What unique resources can you draw on? What do others see as your strengths?

Weaknesses What could you improve? Where do you have fewer resources than others? What are others likely to see as weaknesses?

We are able to respond very quickly as we have no red tape, and no need for higher management approval.

We are able to give really good customer care, as the current small amount of work means we have plenty of time to devote to customers.

Our lead consultant has a strong reputation in the market.

We can change direction quickly if we find that our marketing is not working.

We have low overheads, so we can offer good value to customers.

Our company has little market presence or reputation.

We have a small staff, with a shallow skills base in many areas.

We are vulnerable to vital staff being sick or leaving.

Our cash flow will be unreliable in the early stages.

Opportunities What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths into opportunities?

Threats What threats could harm you? What is your competition doing? What threats do your weaknesses expose to you?

Our business sector is expanding, with many future opportunities for success.

Local government wants to encourage local businesses.

Our competitors may be slow to adopt new technologies.

Developments in technology may change this market beyond our ability to adapt.

A small change in the focus of a large competitor might wipe out any market position we achieve.

As a result of the team's analysis, it's clear that the consultancy's main strengths lie in its agility, technical expertise, and low overheads. These allow it to offer excellent customer service to a relatively small client base.

The company's weaknesses are also to do with its size. It will need to invest in training, to improve the skills base of the small staff. It'll also need to focus on retention, so it doesn't lose key team members.

There are opportunities in offering rapid-response, good-value services to local businesses and to local government organizations. The company can likely be first to market with new products and services, given that its competitors are slow adopters.

The threats require the consultancy to keep up-to-date with changes in technology. It also needs to keep a close eye on its largest competitors, given its vulnerability to large-scale changes in its market. To counteract this, the business needs to focus its marketing on selected industry websites, to get the greatest possible market presence on a small advertising budget.

Frequently Asked Questions About SWOT Analysis

1. Who Invented SWOT Analysis?

2. What Does SWOT Analysis Stand For?

SWOT Analysis stands for Strengths, Weaknesses, Opportunities and Threats.

3. What Can a SWOT Analysis Be Used For?

SWOT analysis is a useful tool to help you determine your organization's position in the market. You can then use this information to create an informed strategy suited to your needs and capabilities.

4. How Do I Write a SWOT Analysis?

5. How Do SWOT Analysis and the TOWS Matrix compare?

6. What Are the Biggest SWOT Analysis Mistakes?

Making your lists too long. Ask yourself if your ideas are feasible as you go along.

Being vague. Be specific to provide more focus for later discussions.

Not seeing weaknesses. Be sure to ask customers and colleagues what they experience in real life.

Not thinking ahead. It's easy to come up with nice ideas without taking them through to their logical conclusion. Always consider their practical impact.

Being unrealistic. Don't plan in detail for opportunities that don't exist yet. For example, that export market you've been eyeing may be available at some point, but the trade negotiations to open it up could take years.

Relying on SWOT Analysis alone. SWOT Analysis is valuable. But when you use it alongside other planning tools (SOAR, TOWS or PEST), the results will be more vigorous.

How to Use a SWOT Analysis

Use a SWOT Analysis to assess your organization's current position before you decide on any new strategy. Find out what's working well, and what's not so good. Ask yourself where you want to go, how you might get there - and what might get in your way.

Once you've examined all four aspects of SWOT, you'll want to build on your strengths, boost your weaker areas, head off any threats, and exploit every opportunity. In fact, you'll likely be faced with a long list of potential actions.

But before you go ahead, be sure to develop your ideas further. Look for potential connections between the quadrants of your matrix. For example, could you use some of your strengths to open up further opportunities? And, would even more opportunities become available by eliminating some of your weaknesses?

Finally, it's time to ruthlessly prune and prioritize your ideas, so that you can focus time and money on the most significant and impactful ones. Refine each point to make your comparisons clearer. For example, only accept precise, verifiable statements such as, "Cost advantage of $30/ton in sourcing raw material x," rather than, "Better value for money."

SWOT Analysis Tips

Here are four tips for getting more out of a SWOT analysis:

1. Be specific. The more focused and accurate you are about the points you write down, the more useful your SWOT analysis will be.

2. Work backwards. Experiment with filling in the four sections of your SWOT analysis in a different order, to stimulate new ways of thinking. Working backwards, in particular, from threats to strengths, may cast new light on the situation.

3. Get together. Highlight the most useful people to contribute to your SWOT analysis, then gather information and ideas from them all.

4. SWOT your competition! To stay ahead of your competitors, carry out a regular SWOT analysis on them. Use everything you know about them to evaluate their situation, and use SWOT analysis to plan your competitive strategies accordingly.

SWOT Analysis Infographic

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SWOT Analysis With SWOT Templates and Examples !

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SWOT Analysis is a simple but powerful framework for analyzing your organization's strengths, weaknesses, opportunities, and threats. Includes template. Access on-demand resources, expert videos by becoming a Mind Tools member now!!

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What Are the SMART Criteria?

How to Write a SMART Goal

Paul J. Meyer, businessman, author and founder of Success Motivation International, describes the characteristics of SMART goals in his 2003 book, " Attitude Is Everything: If You Want to Succeed Above and Beyond." We'll expand on his definitions to explore how to create, develop and achieve your goals:

1. Specific

Your goal should be clear and specific, otherwise you won't be able to focus your efforts or feel truly motivated to achieve it. When drafting your goal, try to answer the five "W" questions:

Example

Imagine that you are currently a marketing executive, and you'd like to become head of marketing. A specific goal could be, "I want to gain the skills and experience necessary to become head of marketing within my organization, so that I can build my career and lead a successful team."

2. Measurable

It's important to have measurable goals, so that you can track your progress and stay motivated. Assessing progress helps you to stay focused, meet your deadlines, and feel the excitement of getting closer to achieving your goal.

A measurable goal should address questions such as:

How much?

How many?

How will I know when it is accomplished?

Example

You might measure your goal of acquiring the skills to become head of marketing by determining that you will have completed the necessary training courses and gained the relevant experience within five years' time.

3. Achievable

Your goal also needs to be realistic and attainable to be successful. In other words, it should stretch your abilities but still remain possible. When you set an achievable goal, you may be able to identify previously overlooked opportunities or resources that can bring you closer to it.

An achievable goal will usually answer questions such as:

How can I accomplish this goal?

How realistic is the goal, based on other constraints, such as financial factors?

Example

You might need to ask yourself whether developing the skills required to become head of marketing is realistic, based on your existing experience and qualifications. For example, do you have the time to complete the required training effectively? Are the necessary resources available to you? Can you afford to do it?

4. Relevant

This step is about ensuring that your goal matters to you, and that it also aligns with other relevant goals. We all need support and assistance in achieving our goals, but it's important to retain control over them. So, make sure that your plans drive everyone forward, but that you're still responsible for achieving your own goal.

A relevant goal can answer "yes" to these questions:

Does this seem worthwhile?

Is this the right time?

Does this match our other efforts/needs?

Am I the right person to reach this goal?

Is it applicable in the current socio-economic environment?

Example

You might want to gain the skills to become head of marketing within your organization, but is it the right time to undertake the required training, or work toward additional qualifications? Are you sure that you're the right person for the head of marketing role? Have you considered your partner's goals? For example, if you want to start a family, would completing training in your free time make this more difficult?

5. Time-bound

Every goal needs a target date, so that you have a deadline to focus on and something to work toward. This part of the SMART goal criteria helps to prevent everyday tasks from taking priority over your longer-term goals.

A time-bound goal will usually answer these questions:

When?

What can I do six months from now?

What can I do six weeks from now?

What can I do today?

Example

Gaining the skills to become head of marketing may require additional training or experience, as we mentioned earlier. How long will it take you to acquire these skills? Do you need further training, so that you're eligible for certain exams or qualifications? It's important to give yourself a realistic time frame for accomplishing the smaller goals that are necessary to achieving your final objective.

Used with Permission from The Meyer Resource Group,® Inc.

The Pros and Cons of SMART Goals

SMART is an effective tool that provides the clarity, focus and motivation you need to achieve your goals. It can also improve your ability to reach them by encouraging you to define your objectives and set a completion date. SMART goals are also easy to use by anyone, anywhere, without the need for specialist tools or training.

Various interpretations of SMART have meant that it can lose its effectiveness or be misunderstood. Some people believe that SMART doesn't work well for long-term goals because it lacks flexibility, while others suggest that it might stifle creativity. For more information on the potential weaknesses of SMART, see our article, Locke's Goal-Setting Theory.

Frequently Asked Questions About SMART Goals

What does SMART stand for?

SMART stands for Specific, Measurable, Achievable, Relevant, and T ime-bound.

What's an example of a SMART Goal?

Let's say you're a marketing executive, and you think you'd like to become head of marketing. This is a specific goal. You might measure your goal of gaining the skills to become head of marketing by deciding it will take five years. Ask yourself whether gaining these skills is achievable, based on your existing experience and qualifications. Are you at the right point in your career? Is it relevant to what you want? Give yourself a realistic time frame for accomplishing the smaller goals that are necessary to achieving your final objective.

How do I write a SMART goal plan?

Start by asking exactly what you need to accomplish. This will make your goal specific.

Quantify your goals. Measurable goals are easier to track, so build in milestones.

Your goal should be achievable. Is this something you can do with the resources at your disposal?

Think why you're setting this goal. How will it improve your life or career? This is what makes it relevant.

Know exactly when you'll have reached your goal. Have a firm schedule, and stick to it.

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SMART Goals - How to Make Your Goals Achievable

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Set SMART goals to clarify your ideas, focus your efforts, use your time and resources productively, and achieve what you want at work and in life.

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We've all heard of personal development plans, and even professional development plans, but how exactly do you differentiate between the two? And how do you know which one to focus your energies on?

There is a difference between personal development and professional development, and it's easy to get caught in the crossfire of the two when looking to further your skills. But there is huge crossover between them as well. So, what are the main differences?
Professional Development
Professional development involves developing yourself in your role to entirely understand the job you do and how you can improve. It involves enhancing the necessary skills to carry out your role as effectively as possible and is something that will continue throughout your working life.

With changes to our working lives happening every day, be it economical change, amendments in legislation or even the advance of technology, it is important to develop your skillset to remain effective in your career.

Effective professional development involves ensuring your knowledge and understanding of your area of expertise for your career is always at the highest possible level. It is the acquisition of skills and knowledge for career advancement, but it also includes an element of personal development.

Broadly speaking, it may include formal types of vocational education or training that leads to a career related qualification. It can also include informal training and development programmes, which may be delivered on the job in order to develop and enhance skills.

Some examples of professional development are:

IT training

Health and Safety

Accountancy or budgeting

Legal knowledge or expertise

These could be delivered in many different methods, such as classroom based learning, eLearning, coaching, consultation, mentoring and more.
Personal Development
When you think of personal development, think about what skills you need to accomplish the results required, both in your role and for life in general. It is about improving your talents and potential, both in and out of the workplace.

By having a thorough understanding of what you need to achieve and how to achieve it, you can develop the necessary skills by way of a solution.

You may have experienced something like the following example:

Imagine there are two people in your team or office, both of whom are great at managing budgets. They are both accurate, detail-oriented and deliver the results needed. However, one of them is a real people person. Their interpersonal and communication skills are fantastic and, as a result of this, they have no problem getting the information they require quickly from colleagues at any level. The other person does not have this skill and often encounters conflict from colleagues, perhaps for many different reasons.

Which of these people do you think needs personal development training?

As you can see from the example, both can do their jobs. Both have the skills required on a professional level to deliver results, however, with the added benefit of excellent relationship building skills one of the employees will always be one step ahead.

Establish exactly what skills you need to succeed in your role. This may be influencing skills, you may need to manage teams, or inspire individuals. It may be that you need to be able to manage upwards or have excellent delegation skills. When you are able to identify these needs, you are able to work towards a personal development plan.

Some examples of personal development are:

Leadership training

Management training

Time management

Handling difficult situations and conflict management

Communication skills

Contact us to discuss how we can help you create and deliver effective personal and professional development plans for your people.
Rachel Matthews, Social Media and Marketing Manager
In my blogs I will look at industry constraints and issues and problems that employees face in their day-to-day work lives.
Follow @RachelBrayLeino
Copyright © 2017 Bray Leino Learning

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personal development personal development plan professional development training education learning development

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We've all heard of personal development plans, and even professional development plans, but how exactly do you differentiate between the two? And how do you know which one to focus your energies on? There is a difference between personal development and professional development, and it's easy to get caught in the crossfire of the two when looking to further your skills.