8607-505 Managing Individual Development

Introduction

8607-505 Managing Individual Development is a part of the ILM Level 5 Qualification in Leadership and Management. This unit is all about important leadership skills. It’s designed for middle-level managers, or those who want to become managers, to learn how to support continuous individual development.

One big job for leaders is making sure the people they’re in charge of are well taken care of. This means giving them the right support to learn new things and gain skills needed for their roles in the organization.

Leaders have to create plans and programs to help with individual development. Working with the people they lead, they figure out what each person needs to learn and come up with strategies to meet those needs. That’s why leaders should know the techniques and principles for developing people’s skills and performance.

8607-505 Managing Individual Development teaches leaders how to understand different ways to analyze performance gaps and create strategies for development. This unit is super important for leaders and managers to be great at influencing how well people perform in the organization.

The main goal of this unit is to help middle managers learn how to manage the development of individuals in their areas of responsibility. It takes about 18 hours of guided learning and contributes 4 credit values to complete the module.

Unit purpose and aim(s)

The big goal of this unit is to help practising or future middle managers learn how to guide and support the growth of individuals. It’s about gaining the skills to manage and improve the development of each person within a team or organization.

Who is this unit suitable for?

8607-505 Managing Individual Development is a really important unit for making leaders better at what they do. It’s crucial for anyone who has an impact on people within their responsibilities to create chances for them to grow and get better. This means understanding what each person needs to develop and doing a good job of figuring out how to help them improve.

This unit is perfect for middle managers, the folks with a lot of responsibility in the organization. They can use what they learn here to set up practices that manage individual development. This way, everyone in their area of responsibility can improve the way they work.

But it’s not just for middle managers – team leaders and executive management can benefit too. They can use the strategies and plans from this unit to identify learning and performance gaps and come up with ways to fix them. Even external consultants, especially those in human resource management, can use this knowledge to provide good information for decision-making in the organization. So, this unit is like a toolkit for making sure everyone is growing and doing their best.

What are the learning outcomes of this unit?

After finishing this unit, the learner should be able to:

• Analyze Performance Effectively:
  • Look at how well individuals are doing in their roles and figure out what they need to get better. This is called a performance analysis, and it helps identify where development is needed.
• Evaluate Different Ways of Development:
  • Check how well different methods of development, like training or workshops, work for the individuals in the organization. See if they’re effective and suitable for what’s needed.
• Create a Good Personal Development Plan:
  • Make a plan that explains how each person identified in the organization can improve. This plan should be effective and make sense, and the learner should be able to explain why it’s a good plan.
• Explain Monitoring Processes:
  • Describe the steps put in place to keep an eye on the development plan. This involves checking if it’s working well and meeting the learning needs and goals of each individual. It’s like making sure everything is on track and making adjustments if needed.

What are the key learning areas of this unit?

8607-505 Managing Individual Development is all about helping leaders and managers work with the people they lead to make sure they improve and perform well. In this unit, the focus is on learning how to figure out what each person needs to get better and then doing things to help them improve. Here are the main things learners will focus on:

1. Evaluating Individual Performance:

• This part teaches the basics of figuring out how well each person is doing in their role. Learners learn about performance gap analysis, a way to see where someone needs improvement. They also learn techniques for fair and objective assessment, understanding training needs, and the role of training in making someone better at their job.

2. Implementing Personal Development Plans:

• This part is really important. It helps learners identify different techniques for improving individuals in various situations and what’s good or not so good about each. Learners also understand different learning styles and opportunities to help people perform better. They learn about reporting and recording performance through assessment. The focus is also on building ethical understanding and values, teaching about confidentiality, responsibility, and other important aspects in creating effective development plans.

The unit aims to provide learners with the ability to develop individuals. They learn about different approaches like training, coaching, mentoring, and other techniques to give the best learning experiences. Lastly, learners are guided on how to receive feedback, an important tool for checking if the training and development efforts are effective.

How is the unit evaluated?

After finishing the unit, learners need to evaluate to show how well they’ve learned both the theory (the concepts and ideas) and the practical aspects taught in the unit. The evaluation involves a written assessment, where they answer questions to demonstrate their understanding.

Besides the written test, there are other ways to check if learners can apply what they’ve learned in real-life situations. These can include doing exercises that simulate real scenarios, studying case examples, and practising under supervision. These methods ensure that learners not only know the information but can also use it effectively in practical situations. It’s like making sure they can put what they’ve learned into action!

References

• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human resource management: Gaining a competitive advantage (10th ed.). McGraw-Hill Education.
• Armstrong, M. (2018). Armstrong’s handbook of human resource management practice (15th ed.). Kogan Page Publishers.
• Bratton, J., & Gold, J. (2018). Human resource management: Theory and practice (7th ed.). Palgrave Macmillan.

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