Unlocking Employee Potential: Being a Learning Organization through Professional Development Plans

At the Department of Technology & Innovation (TID) for the City of Long Beach, we believe that fostering a culture of learning is key to unlocking the full potential of our workforce. That belief is what drove the creation of the TID Professional Development Plan program, a strategic initiative that aligns with the City’s 2030 Strategic Vision goal of being a learning organization. The heart of this program is simple yet profound: to invest in our people, develop their talents, and ensure that our workforce can evolve with the needs of the organization.

Why Professional Development Matters

When I introduced this program to my team, I explained the "why" behind it. People matter. Our employees’ growth and satisfaction are integral to the success of our department, and by extension, the success of our City. I believe strongly in a growth mindset—the idea that our talents can be developed through hard work, strategy, and input from others.

In government, we often find ourselves facing the reality of having more work than resources. But what if we could better align the needs of the organization with the talents and interests of our employees? That’s the vision behind this initiative. The Professional Development Plan program is an intentional process to help employees grow while addressing the City's mission and TID's needs. It's not just a feel-good initiative—it’s a strategic one. It ensures our employees are continually learning, collaborating, and exploring new ways to provide services.

This is important to the City of Long Beach, and it’s a priority for our employees as well. Employee surveys show our staff craves opportunities for growth. This program also aligns with our TID Racial Equity Action Planning, further cementing our commitment to providing equitable opportunities for all employees to develop and thrive.

How We Structured the Program

To ensure the success of this initiative, I made it a core performance goal for all TID managers for FY24. Each manager is responsible for engaging their direct reports in meaningful development conversations and working together to create tailored professional development plans. Here's a brief overview of the steps involved:

1. Facilitate a Development Conversation: Supervisors hold a conversation with each employee to understand their career goals, strengths, areas for growth, and the support they need to achieve their aspirations.

?2. Draft the Professional Development Plan: Based on the conversation, a plan is created that includes three development focus areas for the employee, along with three development activities. These activities can range from online learning to conference attendance, or special projects. The plan is uploaded to a shared system developed using Microsoft Lists to track progress and provide visibility to the TID management team.

3. Ongoing Check-ins: Throughout the year, supervisors check in with employees to ensure they are progressing on their plans. This continuous feedback loop is key to keeping the development on track.

4. Annual Evaluation: At the employee's annual review, the plan is evaluated, adjusted as necessary, and new development activities are set.

The Impact on Our Organization

Creating a formal, structured Professional Development Plan for each employee has already begun to transform how we work and collaborate. Not only are employees more engaged in their career development, but supervisors are also more attuned to the strengths and aspirations of their teams. For example, many of our employees are interested in learning more about how to responsibly leverage AI in their work. This program provides a structured way to identify development activities that align with this emerging need.

This initiative also supports our goal of becoming a learning organization, one where we learn from each other, innovate continuously, and adapt to meet the evolving needs of our community. The program also aligns with the TID values of Exploratory Mindset - Be open, curious, creative, and committed to growth, and Excellence - Be the best version of yourself today and every day.

Key Takeaways for Leaders

If you're considering implementing a professional development initiative in your organization, here are a few lessons I’ve learned:

1. Start with the “Why”: Employees need to understand why their development matters to the organization and how it benefits them personally. Articulate this clearly from the beginning.

2. Make It a Priority: By including this professional development program in managers’ performance goals, we ensured accountability and follow-through.

3. Customize the Experience: Every employee is unique. A one-size-fits-all approach won’t work. Tailor development plans to meet individual goals, interests, and strengths. Include the employee in the development of the plan.

4. Provide Ongoing Support: Professional development isn’t a one-time event. Check-ins and ongoing mentorship are critical to success.

5. Leverage Accessible Opportunities: Development activities can include online learning, special projects, or stretch assignments that are low-cost and effective.

By investing in our employees, we’re building a stronger, more agile workforce, and we're creating a learning organization that continually evolves. Ultimately, this makes the City of Long Beach stronger as well.

?

Author:

Lea Eriksen , Director of Technology & Innovation and CIO, City of Long Beach

?

?

Lance Ralls, Howard Miller, MBA, PMP, CISM, CRISC, Julie Shroyer, Lea Eriksen, Kevin Gray, George Sheth, MBA, FHIMSS, Kathy Linares, Jake Westphal, Michael Olinger, Greg Geary, CISM, Thomas Phelps, David O'Brien, MBA, CHCIO, HCISPP, Tina Machi, MSIT, Joel Manfredo, MBA, MS (Finance), Nancy Kim-Yun, Beth Hilbing, Todd Britton, EdD, Sarah Richardson, Kathy Lomax, Rich Lindberg, Berhanu Tadesse, John Buccola, YuChih Liou, Carmella Cassetta, John Manzanares, Rachel Yegiaian, Cindy McKenzie, Tamara Armstrong, Grant Anderson, Garrett Zorko, Harry Cometa, Atul Anand, Jacqueline Toubes Meg Richard