IPENZ Professional Development Partner Policy V1.1 Page 1 of 23
Professional Development Partner Policy..............................................................................2
Appendix One: Key Performance Indicators........................................................................17
Appendix Two: Glossary of Terms……………………………………………………………………………..21
IPENZ Professional Development Partner Policy V1.1 Page 2 of 23
IPENZ and Professional Development Partners (PDPs) jointly recognise the vital
importance of professional development for engineers. IPENZ and PDPs share the same
vision for professional development and commit themselves through a partnership
relationship to supporting the professional and competence development of engineers
at all stages of their career.
Professional development is defined as:
“the systematic development, maintenance, improvement and broadening of knowledge
and skill and the development of personal qualities necessary for the competent
execution of professional and technical duties”.
The PDP Programme is a new programme. It replaces the IPENZ Endorsed Employer
Programme (EEP). It seeks to build a community of organisations committed to the
professional development of engineers. The PDP programme is an important tool in the
challenge to attract, engage and retain engineers, particularly in times of sustained
demand for engineering talent. It can help sustain both professional and organisational
success. The PDP programme can make a significant contribution to building the quality
of engineering human capital.
Overall PDP programmes can lead to a strengthening of professional standards amongst
a growing body of employers, engineers and IPENZ members. This outcome not only
benefits the key PDP programme stakeholders, but also the New Zealand community as
This document outlines the scope, objectives, and features of the new PDP Programme.
It also outlines the respective roles of IPENZ and PDPs as well as the processes that
need to be followed in order to become and remain a PDP.
Participation on the PDP Programme is open to all organisations that employ engineers.
The minimum requirement for an organisation to be accepted onto the PDP programme
is that they implement a professional development programme that supports engineers
at Stage 2 of the IPENZ career framework (see below). Over time PDPs are expected to
expand their professional development programme to include Stages 3 and 4.
Professional Development programmes offered by PDPs are expected to be inclusive of
all engineering professionals at all stages of their engineering careers. Engineers include
graduate engineers, professional engineers, engineering technologists and engineering
PDPs are expected to have systems in place to support individual engineers, at Stage 2
of the career framework, to gain and maintain the competencies required for
appropriate IPENZ membership and registration.
These minimum requirements recognise the work that is already being done in
professional development (especially by existing Endorsed Employers) and also
recognises the expectation that PDP organisations will be expanding their programmes
IPENZ Professional Development Partner Policy V1.1 Page 3 of 23
1.1.1 Engineering roles:
The PDP’s professional development programme is open to all engineers employed by a
PDP. It is expected that engineers will be, or will be encouraged to become IPENZ
members. Typically engineers will fall into one of the following classes:
Graduate Member: A Graduate Member of IPENZ is a person who has completed at least
two years of recognised tertiary engineering education. Formally recognised
qualifications in New Zealand include: 2 year Diplomas of Engineering (Dublin Accord), 3
year Bachelor of Engineering Technology degrees (Sydney Accord) and 4 year Bachelor
of Engineering degrees (Washington Accord).
Membership Class: Competence-based membership classes include Professional
Membership (MIPENZ), Technical Membership (TIPENZ) and Associate Membership
Registers: Registers include Chartered Professional Engineers Register (CPEng),
Engineering Technology Practitioners Register (ETPract), Certified Engineering
Technicians Register (CertETn), International Professional Engineer (IntPE) and
International Engineering Technologist (IntET).
IPENZ Members: IPENZ Members (Members) include Graduate Members and Members
of any competence based membership class (including those who have achieved further
recognition through Fellowship).
1.2 PDP PROFESSIONAL DEVELOPMENT PROGRAMME:
Continuous professional development covers an engineer’s entire career. The IPENZ
PDP programme recognises and encompasses this. PDPs are expected to support
engineers at all stages of the career framework outlined earlier.
Stage 1 of the career framework aligns with the academic education of student
engineers progressing towards an engineering tertiary qualification. This stage is outside
the scope of the PDP programme.
PDPs should support engineers at Stage 2 with a professional development pathway
that enables them to gain IPENZ membership and relevant registration and then
maintain that registration. This pathway is of relevance to engineers in the early stages
of their engineering career following on from their academic engineering studies, and
engineers who have gained registration but have no wish to progress to Stages 3 or 4 of
the career model. It is also of relevance to more experienced engineers who have not yet
obtained registration and/or professional standing and are keen to do so. Stage 2 is
where the old Endorsed Employer Programme was mainly focused.
Stages 3 and 4 reflect the philosophy of continuous professional development for
engineers as they advance their careers beyond registration. Stage 3 encompasses two
distinctive pathways. PDPs should be able to support engineers who are on both or
either. One pathway is for those engineers who choose to specialise in a technical role or
in a technical leadership role. The alternative pathway supports those engineers who
wish to broaden their careers into line management roles, typically at middle
management level. Engineers at Stage 4 are those who wish to develop deep technical
expertise that has the potential of being recognised nationally and/or globally. This stage
also recognises those engineers in advanced stages of their careers as they become
senior executives or involved in organisational governance at board level. These
IPENZ Professional Development Partner Policy V1.1 Page 4 of 23
pathways are not seen as mutually exclusive. Engineers in advanced stages of their
careers may choose to switch between a technical focus and line management focus.
PDPs are expected to implement a professional development programme that meets the
expectations and needs of engineers at Stage 2. Over time PDPs are expected to expand
their professional development programmes so that they align with Stages 3 and 4.
Typically new entrant organisations will focus on Stage 2 whereas organisations that
have been running the programme successfully for a period of time will be interested in
implementing support for engineers at Stages 3 and 4.
IPENZ and PDPs will, in partnership, consciously strengthen the professional excellence
of the engineering profession amongst IPENZ members, within PDP organisations, within
the profession generally and throughout the broader community through the provision of
professional development opportunities and programmes designed to meet the
professional and competence developmental needs of all engineering professionals at
all stages of their careers.
A PDP relationship can take the form of one between IPENZ as a professional institution
and an employer, IPENZ and a group of employers collaborating towards a common
good, and between the employers themselves. It is accepted that due to commercial
competitiveness, employers will not be able to engage at all times with fellow PDPs.
However it is expected that the theory of the partnership will form part of each
employer’s professional working practices.
The objectives set out the goals of PDP programme. PDPs are encouraged to use the key
objective as a guide when developing specific objectives for their own internal PDP
programmes. Key Performance Indicators will measure how successfully the objectives
are being achieved.
3.1 KEY OBJECTIVE
The key objective is outcome focused. It highlights that the goal for the PDP programme
overall as well as for individual PDP programmes is the demonstration of success. For
Stage 2 of the career framework, this will be measured by the percentage of
participating engineers who achieve membership and registration within a defined
timeframe (see KPIs) and then maintain that level of competence for continued
registration. The key objective, or wording similar to it, is expected to be included as a
key objective in each PDP programme.
The key objective is to:
ensure that PDPs, with IPENZ’s assistance, provide engineers with a coherent and
structured professional and competence development programme that enables them to
develop, acquire, demonstrate and maintain the competencies (skills, knowledge and
personal qualities) expected of engineering practitioners in order that they can
successfully achieve and maintain competency based membership and registration and
further develop their careers.
Specific objectives of the PDP programme are outlined in points 3.2 – 3.5.
IPENZ Professional Development Partner Policy V1.1 Page 5 of 23
3.2 CREATING A MUTUALLY BENEFICIAL RELATIONSHIP
This objective recognises that an effective partnership relationship between PDPs and
IPENZ based on the vision statement is a fundamental cornerstone for the overall
success of the PDP programme.
3.3 FORMALLY ACKNOWLEDGE PDPS
IPENZ will acknowledge PDPs who implement effective professional development
programmes. Effective programmes will be those that achieve the PDP programme’s
objectives. Acknowledgement will be in the form of certification. IPENZ will investigate
methods for identifying and recognising outstanding PDP’s programmes.
3.4 ASSIST PDPS TO PROJECT THEMSELVES AS ‘GOOD EMPLOYERS’
One of the goals of the PDP programme is to enable individual engineers to identify
PDPs as potential employers. PDPs will by definition be good employers of engineers,
and will, by and large, offer an attractive and engaging working environment. Engineers
seeking employment and who want professional development opportunities in a ‘good
employer’ type organisation, are more likely to favour PDPs.
3.5 PROMOTE THE PDP PROGRAMME
IPENZ will develop a business plan that includes a marketing strategy to promote the
PDP programme to all organisations that employ engineers. A key aim will be to raise
awareness of the programme amongst those organisations that employ engineers but
do not know of the programme and to encourage them to become PDPs.
4. THE PDP PROGRAMME
The PDP programme has the potential to become one of the most important
professional development programmes for engineers in New Zealand. The key reason
for this is that the PDP programme provides support for all engineers regardless of their
engineering role or career stage in any organisation that employs engineers.
Although PDPs will share the same vision and philosophy of continuous professional
development, along with a similar key objective, the design of individual professional
development programmes is likely to differ. To a large extent this will be a reflection of
specific organisational considerations related to such factors as engineering discipline
type, organisational size, degree to which internal training and development
programmes overlap and organisational culture, to name a few.
It is expected that the overall ownership of the PDP programme will be held by the CEO.
This is a powerful signal to participating engineers and to the profession that the PDP
organisation understands and accepts the importance of professional development for
engineers. It is understood that in some situations – where the focus of the organisation
is not directly related to engineering, or where the organisation is a multi national, that
this may not always be realistic. PDPs are expected to strive for CEO ownership however.
It is expected that ownership of the programme at the operational level will rest with a
senior engineer with CPEng registration or equivalent. This person will be the internal
champion. The internal champion will be the main point of contact with IPENZ. The
internal champion will be supported by the PDP’s human resource function.
IPENZ Professional Development Partner Policy V1.1 Page 6 of 23
Over time PDPs are expected to put in place programmes that cover the professional
development needs of all engineers in their employment, regardless of level and career
PDPs are expected to ensure that at least 60% of graduate engineers will be involved in
the programme, all currently registered engineers who are continuing to work in
engineering will be involved, and in the company overall, 60% of all engineers will be
being supported by the PDP to actively engage with the engineering profession. See the
KPIs in Appendix One for further specifics of these numbers.
Where a majority of eligible engineers are actively engaged this signals a level of
commitment to professional development that is consistent with the philosophy of the
4.4 PROGRAMME CONTENT
All PDPs programmes are expected to include the following elements.
4.4.1 Competence Development
IPENZ has developed a set of competency standards for membership and registration
purposes. These are a valuable reference for PDPs. The competencies are generic in
nature. PDPs using the standards can build from them and define them so that they are
consistent with the specific needs of the engineering disciplines within their own
organisation. Over and above competencies required for membership and registration
purposes, PDPs can include whatever competencies they consider to be important for an
engineer’s professional development in their organisation, in their programme. Using the
IPENZ competency standards and aiming for gaining entry into one of the IPENZ
competence based membership classes or registers, and then maintaining those
competencies for continued registration provides a focus for an engineer’s professional
development in Stage 2 and a formal way of acknowledging when an engineer has
reached standards expected of a competent engineer.
4.4.2 Appropriate Work Experience
Relevant work experience has long been recognised as an effective method of learning
and developing competencies. PDPs are encouraged to build such work experience
opportunities into their programmes. If, because of the nature of the PDP’s business, it
is not possible to provide the work experience required, the PDP is encouraged to seek
assistance from other PDPs, or from IPENZ, in finding an alternative option.
PDPs are expected to include mentoring as an integral process within their professional
development programmes. Skilled mentoring is a powerful tool for facilitating
professional development outcomes. PDPs may need to develop mentoring systems
from scratch, in which case they may wish to draw on IPENZ’s mentoring resources. If a
PDP already has a general mentoring system in place, this can be used for the purposes
of the PDP’s professional development programme. If this is the situation a key
consideration is the degree to which it aligns with and helps achieve the objectives of
the PDP programme. To this end, mentors will need to be senior CPEng or equivalent
registered engineers who are skilled in the art of mentoring.
A key expectation is that participating graduate engineers will maintain a mentoring log.
Mentoring logs are valuable documents recording the mentee’s learning experience.
IPENZ Professional Development Partner Policy V1.1 Page 7 of 23
They are helpful for preparing for appraisal interviews and also for preparing
applications for registration assessments. Mentoring log templates are available on the
IPENZ has developed mentoring guidelines which are available to PDPs when developing
their mentoring systems. IPENZ is also able to train potential mentors if requested by
4.4.4 Professional Development Appraisal
The aim of the professional development appraisal is to provide individual engineers
with feedback on how they are progressing towards their developmental objectives; on
identifying gaps in the learning process and on identifying solutions for ensuring that the
gaps are addressed so that progress towards the objectives continues smoothly. The
emphasis is on the individual engineer’s professional development progress rather than
on other factors that can often be a part of such discussions, for example, performance
or remuneration reviews.
A professional development appraisal may be a part of a PDP’s existing performance
management system; or, alternatively, it could be a separate process designed
specifically for the purpose of the PDP programme.
The appraisal process also provides an opportunity for individual engineers to provide
feedback to their employer on their perceptions of the effectiveness of the programme.
This is to be encouraged. The responsibility for the appraisal conversation lies with the
line manager. It is recommended that the individual engineer and his or her mentor
meet beforehand to review progress on an informal basis as part of preparation for the
4.4.5 Career Development
In conjunction with the appraisal process, a conversation about career goals and
progress towards them should also occur. IPENZ has developed a comprehensive set of
career planning guidelines for engineers and are available to PDPs.
4.4.6 Record Keeping
IPENZ has a comprehensive web based system available to engineers for recording their
professional development progress. Records not only keep track of competency
development but also form the basis for much of the feedback provided through the
appraisal process. PDPs are encouraged to review their participant’s competence
development records regularly (at least annually) and to provide feedback to their
engineers on their progress. IPENZ will help PDPs in the training of practice area
assessors to assist with this process.
4.4.7 IPENZ Membership and Registration Applications
It is important for engineers to compile and maintain evidence of their progress in
acquiring the competencies they need for registration. Mentors in particular and other
senior engineers can play an important role in assisting participants to compile relevant
evidence and to organise this into a coherent application when applying for registration
and IPENZ membership. This includes applications for continued registration.
Stages 3 and 4
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4.4.8 Advanced Professional Development
The aim of the PDP programme in supporting engineers at Stages 3 and 4 of the career
model is to support engineers as they advance in their careers to management,
leadership or expert roles.
Many engineers may not advance beyond Stage 2, so a programme is likely to always
have the most engineers at Stage 2.
However significant numbers of engineers will advance their careers in either a technical
or line management direction, or both. PDPs should be able to support engineers when
their careers develop in this way.
Professional development in Stages 3 and 4 is about supporting engineers to gain
advanced technical and/or leadership competencies.
In so far as leadership development is concerned, PDPs may already have in place a
general leadership development programme for all staff with potential leadership
capability. If so this may meet the needs of engineers that are moving into leadership
positions. However a general leadership development programme may not completely
address technical engineering leadership requirements and PDPs may need to address
this specifically in their leadership development programmes for engineers. Further to
internal leadership development programmes IPENZ has and is developing a range of
short courses that support engineers as they advance into Stages 3 and 4.
Stage 4 focuses on professional development at a very advanced stage. This includes
engineers moving into senior executive and governance roles as well as into advanced
technical roles. Whilst technical leadership remains important, from a technical
perspective, programmes at this level are encouraged to focus on developing advanced
engineering excellence and thought leadership. As PDPs expand their programmes to
address professional development needs at this level, discussions with IPENZ along with
other relevant external parties are encouraged in helping to shape any such programme.
4.5 PDP INTERNAL PROGRAMME REVIEW
It is expected that PDPs will design a process to review their professional development
programmes. Internal reviews are expected to happen on a regular basis. It is
recommended that PDPs identify a set of KPIs for this purpose. IPENZ has listed the
KPIs that it will use when auditing PDP programmes (see appendix 1) and PDPs may
wish to use these or similar KPIs when conducting their internal reviews.
4.6 PDP PROGRAMME RECOGNITION
Together, IPENZ and PDPs will recognise PDPs who implement and maintain effective
PDP programmes. It is expected that recognition will occur annually at the Fellows and
Achievers dinner. Recognition will be by way of a certificate.
IPENZ will investigate the feasibility of providing special recognition for outstanding PDP
4.7 BEST PRACTICE
IPENZ will establish a PDP professional development best practice database. This will be
a repository of outstanding professional development practices for engineers developed
by PDPs as well as by other sources. PDPs will be able to use the database for
benchmarking purposes and/or as a reference site when developing their PDP
programmes. The best practice database will be available to PDPs through the PDP
section of the IPENZ website.
IPENZ Professional Development Partner Policy V1.1 Page 9 of 23
5. EXPECTATIONS OF IPENZ AND PDPS
IPENZ and PDPs will work in partnership to make the PDP programme successful. They
each have specific roles in working towards this outcome. Their respective roles are set
out in detail below.
IPENZ will take responsibility for the following as its contribution to a successful
IPENZ will co-ordinate and provide leadership to the overall programme for
participating organisations. This will include regularly communicating with PDPs and
effectively managing and administering the overall programme.
IPENZ will raise the visibility of the PDP Programme by promoting it within the profession,
to organisations that employ engineers and to the broader community. IPENZ will
develop and implement a marketing strategy to encourage non participating
organisations that employ engineers to join the programme.
5.1.3 Quality Marks/Logos/Branding
IPENZ will make available an IPENZ PDP quality mark to PDPs enabling them to promote
their PDP status. See Section 7 for further details.
5.1.4 Monitoring PDP Programme Quality
IPENZ will provide overall quality control for the programme and will monitor its success
and identify where it needs improvement. From time to time it will also recommend
changes to the PDP Programme.
5.1.5 Gathering and Analysing Data
IPENZ will be a central point where data on the PDP Programme can be gathered,
analysed and acted on. Information of importance and relevance will be shared with
PDPs. This will include creating a PDP Best Practices database.
5.1.6 PDP Forums
IPENZ will organise regular forums for PDPs for the purposes of discussing matters of
relevance to PDPs as well to provide opportunities for PDPs to share information.
5.1.7 Providing Advice on the PDP Programme
When requested IPENZ will provide advice on what is required to design and implement
a PDP programme.
5.1.8 Processing New Entrant Applications
IPENZ will process applications from organisations wanting to join the PDP Programme.
IPENZ Professional Development Partner Policy V1.1 Page 10 of 23
5.1.9 Auditing Existing PDP’s professional development programmes
IPENZ will audit each PDP’s professional development programme (every 3 years
typically). See section 8 for further details.
IPENZ will communicate regularly with PDPs. Two significant avenues of communication
will include a newsletter and a PDP section on the IPENZ website.
5.1.11 Professional Development Information
IPENZ will provide restricted access to the IPENZ website for the purposes of adding to
or printing copies of CPD records and self reviews.
5.1.12 Future Developments
IPENZ will identify and analyse future trends relating to the PDP Programme and will
provide feedback and recommendations concerning the potential impact of these trends
on the programme.
PDPs will take responsibility for the following as its contribution to a successful
5.2.1 PDP Programmes
PDPs are expected to put in place professional development programmes that
incorporate the vision and the key objective of the PDP Programme, and include the
features as described in section 5 above.
5.2.2 Partnering With Other PDPs
As appropriate PDPs are expected to partner with other PDPs to advance the aims of the
5.2.3 Good Employer
PDPs will act as ‘good employers’ to engineers. This will include applying the IPENZ Code
of Ethics within its engineering business.
5.2.4 Promote and Supports the Engineering Profession in New Zealand
In association with IPENZ PDPs will promote and support the engineering profession and
the self regulation of the profession in New Zealand. This will include championing IPENZ
membership and quality marks; actively seeking to maintain sufficient senior staff with
the skills and knowledge to guide and mentor engineering staff and model professional
engineering practice and behaviour; and supporting IPENZ Competence Assessment
processes by supporting the involvement of senior staff as Staff and Practice Area
6.2.5 PDP Programme Development
PDPs will work with IPENZ to further develop the PDP Programme by providing relevant
data when requested and by contributing to conversations on how to enhance the
programme for the future. This will include the willingness to share best practices
(unless this is in conflict with commercially sensitive considerations).
IPENZ Professional Development Partner Policy V1.1 Page 11 of 23
5.2.5 IPENZ Membership and Competence Based Membership
PDPs are expected to ensure that their professional development programmes facilitate
the competency development progression of their participating engineers towards
gaining and maintaining IPENZ membership and competence based membership.
6. QUALITY MARKS
PDPs can use the IPENZ PDP quality mark to publicise that they are in partnership with
IPENZ for the purposes of the professional development of engineers. The PDP quality
mark is relevant for documentation and other materials concerned with recruitment and
other people management programmes, as well as for communications material to
clients, customers, and other business partners.
The quality mark is a tangible statement that the PDP is effectively implementing talent
management strategies that work to attract, engage and retain engineers.
The purpose of using the logo is to communicate to relevant internal and external
parties that the PDP organisation is recognised by IPENZ and other PDPs as an
organisation that takes the professional development of engineers seriously and is a
good employer of engineers.
The credibility of the quality mark is closely linked to the quality of PDPs’ professional
development programmes and underscores the importance of ensuring that the
programmes are successful and effective.
7. PDP AUDIT
The purpose of the PDP audit is to ensure that the standards expected of individual PDP
professional development programmes are maintained. The effectiveness and the
credibility of the PDP programme is dependant upon this being the case. The audit
process is designed therefore to protect the interests of all partners. As a result PDPs
can be confident that the programme is effectively delivering the outcomes required of
it. Furthermore the partners can be confident that the programme will be perceived as
being a credible and effective pathway to professional development by engineers.
Typically audits will occur on a 3 yearly cycle following acceptance onto the PDP
programme. This time period provides an opportunity for PDPs to design, implement and
monitor the effectiveness of their programmes. PDPs may request an audit at an earlier
time in the cycle if they wish. This may be because of significant organisational change
impacting the programme; or because the PDP has made a significant change to the
programme – such as adding a new stage. In circumstances of significant change it
makes sense to audit the programme to ensure that it remains capable of delivering
against its objectives.
IPENZ also reserves the right to initiate a review if it becomes aware of significant
changes or events within the PDP that suggest that the ability of the PDP programme to
deliver against the objectives could be compromised.
7.1 KEY PERFORMANCE INDICATORS
(see Appendix 1)
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7.2 THE AUDIT PROCESS
The audit process is as follows:
IPENZ will communicate with the PDP requesting that the organisation submit a report
based on a self review on its professional development programme policies, standards
The PDP’s report is expected to provide details of the PDP programme, comment on its
success and outline any changes that have been made to policies, standards and/or
IPENZ will seek feedback on the effectiveness of the PDP’s professional development
programme from participating IPENZ members in the organisation under review.
IPENZ is likely to visit the organisation as part of the audit to speak with key personnel
who have responsibility for professional development and verify, first hand, the
effectiveness of the programme.
IPENZ will assess the information from the PDP and prepare a report and a
recommendation that will be submitted to the IPENZ Standards and
Accreditation Board (SAB) for their consideration. The Board will decide to:
Confer IPENZ PDP status for a further three years
Continue IPENZ PDP status for a restricted period (i.e. less than three years)
outlining certain requirements that would need to be met within a stipulated
Defer making a decision until the following Board meeting so as to give the
IPENZ PDP the opportunity to clarify or provide further information requested by
Revoke IPENZ PDP status stating reasons for that revocation
An organisation can appeal to the IPENZ Governing Board any decisions made by the
Standards and Accreditation Board provided their appeal is made in writing and outlines
reasons for the appeal. This must be done within 3 months of receiving notification of
IPENZ Professional Development Partner Policy V1.1 Page 13 of 23
8. REVOKING PDP STATUS
Over and above the audit process IPENZ reserves the right to revoke the PDP status of
an organisation at any time if IPENZ is of the view that the expectations and
requirements set out in this policy are clearly not being met or the professional
standards of the organisation are not consistent with the IPENZ Competence Standard,
which include the standards outlined in the Chartered Professional Engineers Rules
2002 and IPENZ Register Regulations.
Equally a PDP can choose to leave the programme at any time for whatever reason.
9. BECOMING A PDP - APPLICATION PROCESS
Initially there are two groups of organisations that will become PDPs – existing Endorsed
Employers and New Entrants. Guidelines explaining the process for acceptance onto the
programme by these two groups are contained in separate documents. Following the
conclusion of the transition process (October 2008), the guidelines will be incorporated
into this policy document and will set out the standard expectations of organisations
wishing to join the programme. In the meantime a summary of what is expected of
transitioning Endorsed Employers and New Entrants is outlined below.
Transitioning Endorsed Employers will already have in place programmes that support
the professional development of their graduates. They will also need to show their ability
to support other engineers to maintain their registration. They will need to provide an
implementation plan as to how they will or have started to expand their PDP programme
to provide more senior engineers with a structured career development framework
within employers. The current EE programme will close in October 2008
It is required that within 12 months all existing Endorsed Employers will have inclusive
programmes that encompass engineering technologists , engineering technicians in
addition to those who have attained more advanced stages in their careers.
New Entrant PDPs will initially focus on implementing PDP programmes that address the
needs of engineers in gaining and maintaining their competencies and which facilitate
the professional development of engineers towards registration.
This section details benefits that can occur for all of the stakeholders from a PDP’s
implementation of a successful professional development programme.
10.1 FOR THE ENGINEERING PROFESSION
A growing body of employers and employees committed to the maintenance of
professional standards and self regulation of the profession.
Strong professional development systems leading to enhanced professional
standards that serve to strengthen the profession.
10.2 FOR THE EMPLOYING ORGANISATION
A successful professional development programme sustained over time, is likely
to provide the PDP with a significant competitive advantage in attracting,
engaging and retaining engineers. In an environment where the competition for
talent is strong and will remain so and where talented employees have much
IPENZ Professional Development Partner Policy V1.1 Page 14 of 23
greater choice as to who they work for, it is more likely to be those employers of
engineers who offer effective professional development programmes, who will
have the greatest success in attracting, engaging and retaining talented
An effective professional development programme actively supports and
contributes to the professional and competence development of an
organisation’s engineering staff in a more coherent and rapid way than would
otherwise be the case. This enhances the quality of the human capital within a
key talent group (engineers) and contributes to and helps sustain organisational
PDPs can use the IPENZ PDP quality mark to promote their PDP status as part of
their strategy to attract, retain and motivate talent.
PDPs have exclusive opportunities to advertise in IPENZ publications, particularly
those aimed at IPENZ student members.
PDPs will have in place a quality competence development programme which
will help sustain high engineering standards.
PDPs can draw on a range of professional tools and advice from IPENZ National
office for assistance with developing their PDP programmes.
Information on significant activities and trends relating to professional
development programmes, including comment on professional development
benchmarks and best practices will be available to PDPs.
PDPs will have opportunities to engage and share ideas with, be recognised by
and learn from other PDPs through PDP Forums.
10.3 FOR ENGINEERS
Assurance that, if employed by an IPENZ PDP, they will be given the opportunity,
through on and off-job learning, to acquire the competencies that are expected
of competent engineering practitioners and required to gain entry into one of the
IPENZ competence-based membership classes and associated registers.
Structured support for the development of professional competencies within a
shorter timeframe, boosting career prospects and the opportunity to have a
satisfying work experience.
Identification of future prospective employers prepared to invest in their career
and professional development thus enhancing prospects for a long term
rewarding work experience.
Eligibility for a rebate on IPENZ Application for Assessment (AFA) fee after having
participated in an IPENZ Competence Development Programme for three years.
10.4 FOR IPENZ
Recognition of and engagement with organisations that encourage IPENZ
membership and support IPENZ members to develop and maintain the
competencies expected of competent engineering practitioners.
IPENZ Professional Development Partner Policy V1.1 Page 15 of 23
Greater representation, enhancing credibility as the body representing the
engineering profession in New Zealand.
Greater use of the IPENZ competence development systems and services and an
increasing number of individual engineers and employing organisations
benchmarking their engineering standards to the IPENZ quality marks for
competent engineering practitioners.
Support for IPENZ members in developing and maintaining the competencies
expected of engineering professionals.
A way of identifying and acknowledging organisations that invest in professional
development which ensures the standards of the engineering profession are maintained
and continue to meet internationally benchmarked standards.
For further information please contact the IPENZ Professional Development Manager at:
IPENZ National Office
Ground Floor, 158 The Terrace
P O Box 12 241, Wellington
Telephone: 04 473 9444
Facsimile: 04 474 8933
Email:firstname.lastname@example.org or via the website http://www.ipenz.org.nz
IPENZ Professional Development Partner Policy V1.1 Page 16 of 23
KEY PERFORMANCE INDICATORS
Key Performance Indicators: Introduction
IPENZ will use Key Performance Indicators (KPIs) to assess PDPs’ professional
development programmes. The KPIs are listed below.
These KPIs form the basis of the PDP audit process. The purpose of the audit is to assist
PDPs to achieve the standards set by the KPIs. Ultimately the credibility of the PDP
programme rests on PDPs being able to demonstrate that they are achieving or
exceeding these standards. The audit process is designed to assess how well PDPs are
doing in meeting the standards. If PDPs are experiencing difficulties in this regard, IPENZ
will work with the PDP concerned to endeavour to overcome them. As a last resort,
following such efforts, a PDP that fails to meet the standards as outlined in the KPIs will
cease being a PDP until they do.
The first KPI aligns with the key objective and is outputs focused whereas the other KPIs
are input focused.
These KPIs relate to engineers at Stage 2 of the career model.
1. PDP PROFESSIONAL DEVELOPMENT RESULTS
PDPs are expected to demonstrate that their participating engineers are successfully
achieving registration and/or making satisfactory progress towards registration within a
typical timeframe. This KPI measures the key objective. (3.1)
(i) 60% of graduate engineers will be actively engaged on the PDP’s professional
(ii) That 60% of graduate engineers actively engaged on the PDP’s professional
development programme will be ready to and will apply for membership
and/or registration between 5 – 7 years from graduation.
(iii) All engineers who are currently registered (as CPEng, ETPract or CertETn) will
be engaged on the PDP ‘s professional development programme to support
them to maintain their registration while they continue to practice in
(iv) PDP applicants are expected to meet the current 90% - 95% success rate
being achieved by applicants in general for membership and /or registration.
IPENZ Professional Development Partner Policy V1.1 Page 17 of 23
This applies equally to first time applicants and applicants for continued
(v) PDPs will be able to show that they are supporting and encouraging 60% of all
their engineering staff to engage with the wider engineering profession. IPENZ
membership would be a good indicator of this as would involvement with
industry, technical groups, or other professional body affiliations.
Note: This is the most important KPI. It measures how successful the programme is in
ensuring that engineers in Stage 2 achieve membership and/or registration in a
reasonable timeframe and then maintain the competencies required for continued
2. PDP PROGRAMME OWNERSHIP:
PDPs are expected to demonstrate that, where possible, the CEO owns and is committed
to the PDP Programme and its success. The PDP will also be expected to demonstrate
that a CPEng or equivalent senior engineer will be the internal champion responsible for
over-seeing the programme.
(i) The PDP CEO will demonstrate ownership by:
- signing key documents, such as the PDP application form and certificates
and internal documents relating to the programme.
- acknowledging success of engineer employees as appropriate.
(ii) The PDP will provide the name of the internal champion.
Note: CEO ownership provides the programme with internal credibility, signalling to
participating engineers that the PDP is serious about professional development and is
willing to commit resources to it. Acknowledgement of participating engineers when they
achieve successful outcomes such as membership and/or registration can act as
powerful motivator for others on the programme.
3. PROGRAMME VISION, OBJECTIVES AND STRUCTURE
PDPs are expected to demonstrate that their programme shares the vision and the key
objective (3.1) of the PDP programme as outlined in the policy document. PDPs are also
expected to demonstrate that their programme is structured so that it progressively
builds engineering competencies towards membership and registration and then
enables engineers to maintain those competencies.
(i) The PDP will demonstrate that their professional development programme
has adopted the vision and the key objective (3.1) of the PDP programme as
outlined in the policy document.
(ii) The PDP will provide an outline of the structure of their PDP programme that
demonstrates that it can develop engineering competencies in a coherent
way leading to membership and registration.
Note: PDPs can design and implement their own professional development programme,
but it is important that they share the vision and the key objective (3.1) as outlined in
the policy document. It is also important that their programme is structured so that it
IPENZ Professional Development Partner Policy V1.1 Page 18 of 23
enables individual engineers to develop and maintain the competencies needed for
membership and/or registration.
4. PDP PROGRAMME SUPPORT SYSTEMS
PDPs are expected to demonstrate that they have the following support systems in
place: mentoring, work experience opportunities, professional development appraisal
and record keeping.
(i) PDPs will provide evidence to show that their professional development
programmes have and can define the following:
A variety of mentoring opportunities are available and are promoted within
the organisation, and that they take account of the IPENZ competency
standards at each and every stage of the mentoring relationship.
Mentoring provisions within organisations are defined and aligned to the
processes detailed within the IPENZ mentoring Policy.
Work experience opportunities are diverse and are provided in the form of an
induction at the inception of the employment and the graduate development
programme. Mentors are aware of secondment opportunities available and
should support the graduate in undertaking new initiatives that assist in their
professional development appraisal
Employees appraisal schemes are structured, and follow a SMART
framework (Specific Measurable Achievable Realistic and Timescale).
Mentors should take an active part in the appraisal process however should
form a separate relationship to that of the graduates line manager,
record keeping processes
Recording of evidence is done so in a manner that is transparent to the
Mentor, Mentee, the PDP and IPENZ for the purposes of review.
The manner in which records are maintained should be done in accordance
with organisational policies. And should promote an open access approach
at all times.
(ii) For each of these processes, the PDP will outline how they work in support of
the PDP programme.
Note: Each of these support systems are integral to the programmes overall success for
reasons discussed in the policy document.
IPENZ Professional Development Partner Policy V1.1 Page 19 of 23
5. INTERNAL REVIEW PROCESS
PDPs are expected to demonstrate that have developed and are using their own KPIs to
measure the success and effectiveness of their professional development programme.
(i) The PDP will provide evidence that they have designed and are using internal
KPIs that measure the success of their professional development
Note: PDPs can select whatever KPIs they believe will best measure the effectiveness of
their programme. Those listed in this section are of relevance, but more quantitative
KPIs could also be taken into account, to measure such aspects as progression of
employees, engagement in a mentoring programme, regularity of record keeping and
6 GOOD EMPLOYER
PDPs are expected to demonstrate that they are a good employer of engineers. This
means that they create a working environment where their engineers are positively
engaged in the PDP’s business.
(i) Feedback by participants by way of climate survey data or similar (conducted
by IPENZ) will provide evidence that the PDP is a good employer of engineers.
(ii) Indicators such as absenteeism rates.
IPENZ Professional Development Partner Policy V1.1 Page 20 of 23
GLOSSARY OF TERMS
The three IPENZ competence standards - for Professional Engineers,
Engineering Technologists and Engineering Technicians - are made up of
12 core competencies for engineers. To achieve registration or IPENZ
competence competence-based membership engineers must demonstrate
standard competence against the relevant standard.
You can download the standards from the IPENZ website –
engineering any person who is employed in engineering work as either a Professional
professional Engineer, Engineering Technician or Engineering Technologist.
Engineering Engineering technicians have some theoretical knowledge combined
Technician with practical knowledge. They solve well-defined engineering problems
using a combination of practical know-how and basic analytic
techniques. Many engineering technicians hold a two-year Diploma in
Engineering (DipE) from a polytechnic, or its predecessor, the New
Zealand Certificate in Engineering (NZCE).
Registers of current competence for engineering technicians:
Certified Engineering Technician - CertETn
IPENZ Practice College - Associate members of IPENZ practice
Registers of engineering technicians holding professional standing
Associate members of IPENZ
For more information see:
Engineering Engineering technologists have a smaller body of theoretical knowledge
Technologist than professional engineers, but sufficient to enable them to solve
broadly-defined engineering problems using knowledge of physical
processes and standard mathematical analysis techniques. Increasing
numbers of engineering technologists hold three-year Bachelor of
Engineering Technology (BEngTech) degrees from a university or
Registers of current competence for engineering technologists:
IPENZ Professional Development Partner Policy V1.1 Page 21 of 23
Engineering Technology Practitioner - ETPract
International Engineering Technologist - IntET(NZ)
IPENZ Practice College - Currently competent members of IPENZ
Registers of engineering technologists holding professional standing
Technical members of IPENZ
For more information see:
IPENZ There are several different classes of IPENZ membership, which fall
Membership under the broad headings of competence based and non-competence
based. Competence based membership requires an assessment and
proof of competence against the relevant standard (see ‘competence
Competence based membership classes:
Professional member (MIPENZ,), Technical member (TIPENZ), Associate
member (AIPENZ) as well as the Fellowship and Distinguished
Fellowship classes for members who have made a substantial
contribution to the profession (FIPENZ and DistFIPENZ).
Non competence based membership classes:
Graduate member (GIPENZ), Student member, Affiliate, Companion. (the
last three have no associated postnominal).
Professional Professional engineers work in areas requiring specialist engineering
Engineer knowledge – analysing, solving and managing complex engineering
problems. They take responsibility for the largest engineering projects,
sometimes worth hundreds of millions of dollars. Most professional
engineers hold four-year Bachelor of Engineering (BE) university
Registers of current competence for professional engineers
Chartered Professional Engineer - CPEng. This is the only statutory-
backed register for professional engineers in New Zealand.
International Professional Engineer – IntPE(NZ) (Lists people who
have met the internationally benchmarked competence standard)
Recognised Engineer – (not yet available).
Design Verifier – (not yet available).
IPENZ Practice College. - Currently competent professional
members of the IPENZ practice college.
Registers of those engineers holding professional standing within IPENZ.
IPENZ membership - Professional members (includes Dist FIPENZ,
IPENZ Professional Development Partner Policy V1.1 Page 22 of 23
FIPENZ & MIPENZ)
For more information see :
relevant refers to the registers of current competence for each of the three
registers engineering roles. Please see the definitions of Engineering Technician,
Engineering Technologist and Professional Engineer for a breakdown of
IPENZ Professional Development Partner Policy V1.1 Page 23 of 23