Individual Development Plans (IDPs) The IDP has been described as a tool to help facilitate career development and

enhance the quality of training (Reyna and Sims, 1995, p.1). We have been made aware of the economic recession hitting hard in recent years and the effect it has on the competition for jobs in the global market. RTC News (April 2012) Fears of a recession in the eurozone are mounting as the regions unemployment has hit a 13-year record. Eurostat, the European Unions statistics office, reported jobless figures in the 17 countries that use the euro rose to 10.8 per cent in February from 10.7 per cent the previous month. Yet further articles published in RTC News (2012) state: While workers in Europe and the US are losing their jobs, the demand for qualified personnel in developing countries seems to be endless. Demand is highest in China and Russia ninth, according to a report for the Antal executive search firm. There is a personal relief and aspiration from the above article quoted as it is my intention to seek employment outside the European arena but nevertheless the crises indicates and reinforced that it is an employers market. In order to prepare I acknowledge the need to explore the utilization of the Individual Development Plan. It can be said to be a vehicle for communication and self -coaching at all employment levels. It creates an environment of communication, feedback and dialogue about roles, expectations, goals and performance. The process also identifies skills as an employee, competencies and potential areas for growth and development. With this information, I may build a career development plan that focuses on empowerment in my current studies and development for roles in future employment. I realise that IDP is a vehicle for interaction between future supervisor and myself. IDP provides an opportunity for to take responsibility for my own learning, professional development and growth. The IDP process has the capability of providing the basis of a coaching element, ensuring reflective guidance, support and consistent dialogue to help focus and achieve documented goals and maintain, enhance or improve performance. This exercise will focus the IDP as a part of the performance process. A crucial part of the performance process is the act of establishing clear goals both personal and professional in nature and documenting these goals in the form of an IDP. Which I will address later in detail in order to complete the start of the process and allows for individuals like myself to take responsibility for their own learning, professional development and personal growth.

Individual Development Plans -Reflection My past experience of IDP has been limited, there were no formal announcements made on the usage or the importance of the IDP tool at my previous college, nor was there any added training for supervisors on how to help implement the tool in any of my past employment. Throughout my work experience, it was a mandate that fellow employees of at my work ignored. After conducting my research, I gained a sense of how the IDP process is followed and how future serious employers might think the process should apply in deciding who to employ.

As a part of the formal IDP process is to complete the actual a CV. By completing this task, i consider what I wish to accomplish by establishing short-term goals within the course of one to two years and future employment. I prepared a Curriculum Vitae by performing a Selfevaluation activities helped me in enhancing myself awareness self-assessment of my skills, group work experience, activities, abilities and other extra-curricular activities. This method helped me in adding extra specific aims. I then aligned my goals and interests in a rational, logically manner according to the position applied for. In this case my final desire to work for ARAMCO Saudi http://www.saudiaramco.com/en/home.html

The CV acts as a coach and a mentor helping to reflect on personal potential, set goals and explore career options. I reviewed and discussed my CV with ex colleagues and even employers in regards to my strengths and weaknesses. Helping me to identify and prioritize specific activities to address any gaps in skills. The IDP process allows me to check it is realistic and achievable. Once the IDP is finished, it will be available to provide feedback and pinpoint areas where I could take greater responsibility. It allows for changes in mission or skills and make changes as necessary.

Problem Statement and Aims The current global job market indicates to regularly and routinely identify strengths, weaknesses, personal and professional aims, attributes to enhancing skills, and adequately plan for my academic career or future employment in the Arab speaking world as well as the rest of the globe and to document this information in an IDP. I also realise that self development is important part of the phase in order to review and help develop an IDP and then self-coach throughout the year using the IDP as a vehicle to manage performance, building on strengths, and self-awareness knowledge to achieve set goals and plan for future career moves appropriately.

(Jacobson, p.1). Jacobson shows that IDP can be utilised as a tool to enhance employee strengths/talents and help them to gain further knowledge and attain new skills. So employees perform better in their jobs and in our case achive ideal job prospects. He instructs the following questions for an employee to ask himself/herself in order to accurately prepare an IDP : 1. What direction is my organization going and what will the organization need from its employees in the future? 2. What are my goals over the next five years? 3. What are my greatest strengths and how can I build on them more effectively? 4. Do I have any serious weaknesses that make it difficult Goal Setting Goal setting is an important key to preparing, planning and revising an IDP, it may be not be the main focus for IDP, but it serves as starting point for IDP process. Goal setting theory came about and established by Locke and Latham (2006) in 1990 is a key element in this venture as it is a cornerstone as to why goal setting is imperative in developing IDP. Latham, Borgogni and Petitta (2008) conducted a study were employees who Were involved in setting their goals versus employees whos goals was set for them performed significantly better than those who were assigned goals, despite the fact that the goals were the same (p.388).

In the current economic climate, this is important to the employer because potential employees should be setting their own personal and professional goals, rather than letting the organization and circumstance drive them and their careers. Doran (1981) developed a useful and easy way to remember on how to set goals and to measure progress. by using his S.M.A.R.T. method. Specific target a specific area for improvement Measurable quantify or at least suggest an indicator of progress Assignable specify who will do it Realistic state what results can be realistically achieved, given available resources. Time related specify when the result(s) can be achieved (p.36). I recognize that not all personal or professional goals will need to be met or include all five specifications, however the closer I can come to these five listed, the more attainable the goal actually becomes. Conclusion Using the IDP as the focal point for future employment I believe continuous usage will allow for self-coaching to take place at all levels within my chosen field and will produce the professional and communicative relationships between my employers and myself. I come to a resolve that it is necessary in order to maintain a high performing workforce too. As a result of this exercise, I truly believe that it will give me the tools and a willingness to cultivate and nurture a strong relationships with future employers ARAMCO Saudi http://www.saudiaramco.com/en/home.html . The IDP should be reinforced as the vehicle to make this happen; it needs to be part of my personal culture. .

Reyna, M., & Sims, R.R. (1995, Spring). A Framework for Individual Management Development in the Public Sector. Public Personnel Management, 24(1), 53-65. RTC News (2012) Soaring unemployment adds pressure to Eurozone. http://rt.com/business/news/euro-zone-unemployment-soar-recession-065/ 02 April, 2012, RTC News (2012) Russia has biggest demand for qualified managers http://rt.com/business/news/russia-jobs-employment-research-796/

Jacobson, D. Using IDPs to Leverage Strengths. GovLeaders.org, 3p. Retrieved from http://govleaders.org/idp.htm Locke, E.A., & Latham, G.P. (2006, October). New Directions in Goal-Setting Theory. Latham, G.P., & Borgogni, L., & Petitta, L. (2008). Goal Setting and Performance Management in the Public Sector. International Public Management Journal, Doran, G.T., (1981, November). Theres a S.M.A.R.T Way to Write Managements Goals and Objectives.