Personal Development Plans: insights from a case based approach. AbstractPurpose: In light of contemporary shifts away from annual appraisals, this study explores the implications of using a personal development plan (PDP) as a means of focussing on continuous feedback and development to improve individual performance and ultimately organisational performance.Research Methods: Data were collected through an employee survey in one private sector organisation in the UK finance sector using a case study approach. Secondary data in the form of completed PDP's was used to compare and contrast responses to the survey. Findings:Results indicate that the diagnostic stage is generally effective but support for the PDP and development activity post diagnosis is less visible. Implications of this are that time spent in the diagnostic stage is unproductive and could impact motivation and self-efficacy of employees. Furthermore, for the organisation to adopt a continuous focus on development via PDPs would necessitate a systematic training programme to effect a change in culture. Research limitations:This study was limited to one organisation in one sector which reduces the generalisability of results. Research methods were limited to anonymous survey and a richer picture would be painted following qualitative interviews. There was also a subconscious bias towards believing that a PDP containing documented goals would lead to improved individual and organisation perspectives but the discussion has identified the concept of sub conscious priming which indicates verbal goals may equally be valid and further comparative research between verbal and written goals is recommended. Practical implications:The results indicate the potential value that using PDPs could bring to an organisation as an alternative to annual appraisal subject to a supportive organisational culture.Originality/value: PwC, in a recent article for CIPD (2015) reported that two thirds of large companies are planning to rethink their annual appraisal system. One of the key drivers for this was the desire for more regular feedback. Given the recent shift in thinking little research has been conducted into what would replace annual appraisal. This paper therefore focuses on the extent to which PDPs can contribute to supporting this more regular contact and feedback.

As organizations adopt a more inclusive or pluralistic approach to talent management, there is an emphasis on the engagement of a broader segment of the workforce to deliver both strategic and operational objectives. Accompanying this is investment in learning, training and development activity which is intended to enhance the achievement of the objectives based on the assumption of the effective transfer of training to improve performance or behavioural outcomes. Ensuring that training investment is converted to measurable outcomes is therefore a priority for many organizations and Return on Investment in Training (ROIT) is increasingly sought in the same way as for any other corporate investment. This article synthesizes developments in goal setting theory and highlights a limitation with regards to the theory being applied to the contemporary workplace. It proposes that implementation intentions and the associated 'if/then' plans offer the chance to mediate this. Key to these plans being successful is for them to be embedded at the learning design stage creating a clear link between the need for the learning/training and agreed objectives. A large part of the success of implementation intentions is that control of behaviour is given to situational cues in the workplace and these can be reinforced by supportive line managers and peers. But it is essential that they are also aware of the implementation intention plan in order to offer informed support. A holistic learning environment is key to the success of any intervention but given the importance of situational cues when considering implementation intentions it is vital that both learners and those who support them in the workplace are aware of the specific roles they play and the impact they have.