CHAPTER 2

OWN PERSONAL AND

PROFESSIONAL DEVELOPMENT
PREPARED BY MOHAMAD IMADUDDIN BIN ZAINAL ABIDIN
 SELF-APPRAISAL

• Self-appraisal is the evaluation of one's own strengths and weaknesses.

• The self-appraisal is the opportunity to reflect on the things that did well, and the
things that didn't do well but learned from this past year. The reasons for not doing a
great job at completing your self-appraisal may include everything from:
• lack of time
• thinking the information won't be useful or used
• feeling inadequately equipped with information, or memory, to do the process justice
• laziness
SKILLS AUDIT

• A skills audit is essentially a process for measuring and recording the skills of an
individual or group. The main purpose for conducting a skills audit in an organisation is
to identify the skills and knowledge that the organisation requires, as well as the skills
and knowledge that the organisation currently has.
EXAMPLE OF SKILLS AUDIT/EVALUATION
FORM:
EVALUATING SELF-MANAGEMENT

• Self-management plans are used to teach to independently complete tasks and take an
active role in monitoring and reinforcing their own behavior. An important goal in
education is to foster self-reliance and independence.
• In fact, self-management strategies can be implemented before any problem behaviors
occur. Research studies show that self-management strategies can be used to improve
academic performance, productivity, time on-task, and to decrease problem behavior.
PERSONAL AND INTERPERSONAL SKILLS

• Personal Skills
Personal skills can be defined as the abilities a human being possesses. These can be in
the form of abilities and attributes.
A personal skill is the abilities an individual possess which are considered to be his/her
strengths.
TYPES OF PERSONAL SKILLS

• SOFT SKILLS
 Soft skills are the intangible attributes of our personality.
 Soft skills aid us in interaction with others and are related to our attitude, emotions, habits,
communication style, social manners and personality.
• HARD SKILLS
 Hard skills are specific attributes related to performing a task. Hard skills are more work or revenue
oriented.
 The hard skills are mostly absorbed by the individual via education and experience. Examples of hard
skills are language proficiency and driving skills.
 Hard skills determine the employability and help the employer to assign responsibilities & tasks.
INTERPERSONAL SKILLS

• Interpersonal skills are the set of abilities needed by a person to positively and effectively
communicate with others.
• For example of interpersonal skills is leadership, delegation, listening, negotiation, people
manners, social awareness, positive attitude, assertiveness, persuasion.
LEADERSHIP SKILLS

• Leadership skills are an essential component in positioning executives to make thoughtful

decisions about their organization's mission and goals, and properly allocate resources to
achieve those directives.
• Valuable leadership skills include the ability to delegate, inspire and communicate
effectively.
TYPES OF LEADERSHIP

Autocratic Leadership
- Autocratic leadership style is centered on the boss. In this leadership the leader holds all
authority and responsibility.
Democratic Leadership
• In this leadership style, subordinates are involved in making decisions.
Strategic Leadership
• Strategic leadership is one that involves a leader who is essentially the head of an organization.
CONT’

Transformational Leadership
• Transformational leadership is defined as a leadership approach that causes change in individuals and
social systems.
Team Leadership
• A team leader is someone who provides guidance, instruction, direction and leadership to a group of
individuals (the team) for the purpose of achieving a key result or group of aligned results. 
Cross-Cultural Leadership
• This form of leadership normally exists where there are various cultures in the society.
CONT’

Facilitative Leadership
• facilitative leadership involves monitoring of group dynamics, offering process suggestions and
interventions to help the group stay on track.
Laissez-faire Leadership
• Laissez-faire leadership gives authority to employees.
Transactional Leadership
• focuses on results, conforms to the existing structure of an organization and measures success
according to that organization’s system of rewards and penalties.
CONT’

Coaching Leadership
• involves teaching and supervising followers. A coaching leader is highly operational in
setting where results / performance require improvement.
Bureacratic Leadership
• apply great attention to detail and help to bring control and clarity to situations.
FUTURE NEEDS & FUTURE DEVELOPMENT

A professional development plan documents the goals, required skill and competency development, and
objectives a staff member will need to accomplish in order to support continuous improvement and
career development.
The following current performance steps to create a professional development plan with the employee:
i) Request a self-assessment from the staff member
ii) Develop your assessment of the individual's skill level
iii) Assess the department and organization's needs
iv) Explore development opportunities with the staff member
v) Record and analyze the staff member's progress
FUTURE NEEDS

1) Keep your goals front-of-mind

• The tasks of daily life can often get in the way of the bigger picture – so find a way to remind
yourself of your larger career goals on a daily or weekly basis.
2) Prioritise
• It can feel overwhelming when you look at your career plan in its entirety and decide which goals
are most important, and tackle them first.
3) Use technology
• Websites and apps can be really handy in helping you to set weekly career goals and stay on track.
CONT’

4) Stay accountable
• Share your plans with friends and family members. That way, you’ll be able to tell them about
your progress and they can offer support and encouragement when you need it.
5) Keep a journal
• Consider recording your progress in a diary or journal.
6) Reward yourself
• Celebrate your career achievements and you’ll boost your motivation so make sure you mark
the milestones by treating yourself with something celebratory.
S.W.O.T ANALYSIS

• SWOT analysis is a valuable tool that can be extremely helpful when making an
important career decision. It stands for:
• Strengths
• Weaknesses
• Opportunities
• Threats
PORTFOLIO BUILDING

• A portfolio is a set of pieces of creative work intended to demonstrate a person's ability to

a potential employer.
• A portfolio provides a way to reveal your credentials to the world. It allows packaging the
best evidence of candidacy for employment such as resume, design work, artwork,
reports, lesson plans, transcripts, certifications, articles, letters, and more in a form easily
accessible.
BENEFITS OF PORTFOLIOS

• Can simplify the way people work, collect data, collaborate, and make decisions which can be easily
accessed, visualized, and shared.
• Can make better strategic planning decisions
• With all of projects in one place, you can begin to compare projects within a business unit and across the
division more effectively, becoming much more agile.
• By prioritizing work, portfolio managers can begin to better manage the project portfolio, so resources are
deployed more effectively and projects are based on value rather than relationships.
• When you optimize your portfolio, you can generate reports that offer fast answers to questions for improved
decision making and business outcomes.
• Showcase your achievements, skills, and abilities for an interview.
• See your career as a collection of skills and talents that you’ve developed, rather than just a list of job titles.
COMMON COMPONENTS OF A PORTFOLIOS

• Statement of professional goals and career objective

• Resume or Curriculum Vitae
• Academic Work
• Research
• Teaching
• Leadership
• Service
CONT’S

• Publications
• Conference Participation
• Work Experience and Skills
• Performance Reviews
• Recognition and Awards
DIFFERENTIATION RESUME & CURRICULUM
VITAE (CV)
• A resume is a formal document that consists of short, concise relevant information
regarding your education, skills, experiences, accomplishment and any job related interest
which you may want to share with potential employers.
DIFFERENTIATION RESUME & CURRICULUM
VITAE (CV)
RESUME FORMATS
Format Description

Chronological Lists employment and education by date, starting from the most recent. best used for students and entry-
level workers who have specialized skills to offer

Functional Focuses on personal characteristics, skills, abilities and work experience. Highly recommended for job
seekers who wish to make a comeback or career change

Combination Identifies skills and experience first. Next would be the employment history. Highlight skills to match the
relevant job that is being applied for and also provides the chronological work history
DIFFERENTIATION RESUME & CURRICULUM
VITAE (CV)
RESUME CURRICULUM VITAE

 One page long  Usually two pages long (at times more)
 A brief synopsis of one’s education level and  Includes a summary one’s educational and academic
qualification backgrounds as well as teaching and research experience,
publications, presentation, awards, honours, affiliations and
 Used to apply for a job in most industries and businesses
other details
 Used to apply for academic positions and research based
jobs
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