Develpment_Plan

CAREER DEVELOPMENT PLAN PART 3 PERFROMACE AND CAREER MANAGMENT Carlos M. Solis University Of Phoenix Roxanne Cox Human Capital Management 531 April 30, 2009 Abstract This paper is to not only create a new performance appraisal form but to also discuss how it will be used. The performance feedback process and the performance appraisal document will be discussed. The feedback process and the way managers will help their employees reach a higher level of performance will also be discussed. Some of the promotions, incentives, and educational opportunities will also be mentioned. Finally, an adaptation to the diversity of this new sales team must be done in order to help advance their careers. Performance and Career Management The current merger with EnviroTech has lead to performance and career management issues. This will mean that new performance and career management programs will need to be created. Being able to describe the performance feedback process and the performance appraisal document that was drafted will become important. There will also have to be a way to provided feedback to employees which will help them reach higher levels of performance. Promotions and incentives will be mentioned in order to motivate employees. Finally, three employees of this new sales team will be looked at so that the new performance and career programs can be adapted to the diversity of the team. Describe the Performance Feedback Process Let’s begin by looking at this new performance feedback process by the three elements required which are defining performance, facilitate performance, and encourage performance (Cascio 2006, pg. 329). Performance at InterClean will be defined by “setting performance standards, defining clear job expectations through the use of job analysis and, ultimately, creating job descriptions” (Cox 2009, slide 3). InterClean will need to facilitate performance by “providing necessary tools and training so that each employee is prepared to accomplish position goals” (Cox 2009, slide 3). Finally, InterClean will need to encourage employee performance by providing rewards, incentives, and educational opportunities (Cox 2009, slide3). Now let’s look at how we will incorporate the use of the performance appraisal document. This performance appraisal document is incorporated into InterClean’s performance feedback process by using the document and review, to define expectations. This performance appraisal document will also “facilitate employee performance at InterClean by providing feedback on an on-going basis, at least 4 times a year, by using this document” (Cox 2009, slide 3). Describe the Performance Appraisal Document Before we begin to describe the performance appraisal document, let’s look at the rating scale that was chosen. This scale has five levels which are unsatisfactory, improvement needed, meets expectations, exceeds expectations, and exceptional. This rating scale is used to compare employee performance to an objective standard. Using an objective standard will give InterClean a better understanding of each employee’s performance. Now lets look at part one of the performance evaluation and planning form (Cox 2009). This first section focuses on key responsibilities and basic competencies for current sales agents. Some of the key responsibilities for sales agent have been included on the performance evaluation and planning form. This includes product knowledge, client retention and many other skills that are expected from all sales agents. It is important to include these items because this will give each sales agent the opportunity to know what their key responsibilities for the job are. In part one section B there is a list of core competencies each sales agent should demonstrate. There are nine different core competencies and each of them includes a definition in the appraisal form. Each competency will still be explained so that employees can know why they were chosen. • Communication- The communication performance category is important to evaluate in a performance appraisal document because being able to communicate with peers, subordinates and customers is a primary requirement for this position. It is an important skill that all sales agents should have in order to get the job done. • Customer Focused- “The customer focused performance category is important to evaluate in a performance appraisal document because customer service is a primary requirement for this position. It is a fundamental skill that all successful sales people must possess. This is a core competency, more important than any other performance category” (Cox 2009). • Motivation- “The motivation performance category is important because the Sales Person must be self-motivated. This position requires them to work very independently, unsupervised with little direction at times. Therefore, it is important that they demonstrate an independent work ethic and sense of urgency without a high degree of direct supervision and support from their manager” (Cox 2009). • Teamwork- The teamwork performance category is important because sales agents are required to work in teams. This requires them to communicate with other members in order to complete sale or for guidance. As part of the team they are required to make sales that will benefit the team not just themselves. • Integrity and Trust- This performance category was included because as part of a team, each member will need to demonstrate trust and integrity with their team members. It will also be important that the customers be able to trust each sales person. • Planning and Organizing- This category was chosen because sales agent should accurately assess length and difficulty of tasks. As part of a team other members will need to depend on sales person ability to plan projects and organize sales. • Ability to Negotiate and Persuade- This category was chosen because in order for sales agent to close the sale they will need to demonstrate some form of negotiation and persuasion. Being able to close the sale with this ability is part of the job requirement for sales agents. • Initiative and Drive for Results- This category was chosen because even as part of a team, each sales agent’s will still need to complete their own sales. This means that sales agents should have the ability to work independently and still achieve their sales quotas. • Coping- This category was chosen because sales agent will need to deal with rejection. Sales agents will not always be able to close the sale, so being able to maintain a mature attitude when this occurs, will be required from sales agents. In part two of this performance appraisal form, the goals from last period should be listed. This will give the employee a better understanding of how they were rated and will show them where they need improvement. At the end of part two, the overall rating for parts one and two should be rated so that the employee knows where they stand, within their current duties. In part three, the goals for the next period should be listed. These can include the same ones from part two if the employee did not meet those goals. New goals should also be set so that the employee can continue to be challenged. In part four, both the employee and the manager will develop a plan that will help the employee meet the new goals defined in part three. This plan will include any training classes or mentoring programs necessary to make the employee successful. These plans should help the employee not only meet their new goals but if possible, surpass them. Feedback Now let’s look at how feedback will be given to the employees. The first way that feedback will be given will be within the review process itself. This feedback will be given to the employee on a one-on-one basis. It will include verbally explaining the performance appraisal document and discussing the areas that need improvement. The employee will also have a written review which they can go back and look at anytime they need to. This written feedback will include the performance appraisal document. After the feedback, employees will still have the opportunity to improve. For those employees that did not meet the minimum requirement, there will be opportunities for training and improvement. There will also be follow-ups by managers on all employees that did not meet the minimum requirement. This will include monthly meeting to discuss the new goals and look for any improvements in performance. This will also apply to all employees that meet or exceed the minimum requirement. In these cases, the manager will only meet with these employees every three months to discuss the new goals and evaluate their performance. Helping employees reach higher level of performance, Promotions, and Incentives For those employees that receive an unsatisfactory rating in their evaluations will need to be put on probation. This probation will include new training, and if necessary, placing the employee in a mentoring program. During the probation period, short attainable goals will be set with specific timelines that will focus on the specific developmental areas. For those employees that have met or exceeded the minimum requirements, it will be up to the managers to encourage their employees to reach the next level. One way to do this is to offer these employees new training so that they get the skills necessary to move up. InterClean can also tie increased sales to quarterly bonuses. There will be incentives for paid days off for those employees that score high on their customer surveys or that maintain high customer retention. For those employees that wish to continue their education and have met the minimum requirement, will be compensated for 25% of their school expenses if they maintain a B average. For those that exceed the minimum requirement, they will be compensated 50% while those that are exceptional will be compensated 75% of their expenses if they maintain a B average. For the employees that do exceed in their performance should be promoted by giving them higher wages or training them for management positions. Adaptation of team diversity Looking first at Dennis White it can be said that he is self motivated and has developed his negotiation and persuasion skills well. In order for Dennis to be able to adapt to this new team he will need to develop his teamwork and customer focused skills. Dennis is used to being on his own in order to make the sale. In order for him to adapt, he will need to go to training, which will show him these skills. Dennis might also benefit from a mentoring program with someone that can teach him to develop those skills necessary to maintain long term relationship with his customers. Susan Burnt has worked and performed several different jobs while at InterClean. She is an aggressive sales person that understands the importance of maintaining relationship with her customers. Susan might benefit from training in teamwork and customer relations. She is capable of making sales and knows the importance of keeping a customer relationship. Further training in this feel will make her a valuable addition to this team. Tom Gonzales has experience as a sales manager and knows that maintaining a long term relationship with his customer is important. As a manger Tom know how importance of teamwork and customer relations. As part of this team Tom would need to tech some of his team members like Dennis and Susan about teamwork and customer relations. If Tom can prove that he is capable of mentoring these members of his team then promotions and incentives will be used to encourage him to continue on this path. Conclusion The purpose of this paper was to create a performance appraisal form that can be used to evaluate employee’s performance. The performance feedback process and the performance appraisal document have been explained in order for them to be used on the employees. Providing feedback and showing employees how to reach a higher level of performance was also discussed. Some of the promotions, incentives, and educational opportunities were discussed so employees can reach that higher level of performance. Finally, three employees of this new sales team were looked at so that the new performance and career programs can be adapted to the diversity of each team member. Reference Cascio, W. (2006). Managing human resources: Productivity, quality of work life, profits (7th ed.). New York: McGraw-Hill. Cox, Roxanne. (2009, April). Week 4 Performance Management [PowerPoint slides]. Retrieved from University Of Phoenix. Cox, Roxanne. (2009). Performance and Evaluation Form. Retrieved April 30, 2009, from Roxanne Cox, Week Four, HRM 531. Cox, Roxanne. (2009). Competency Definitions. Retrieved April 30, 2009, from Roxanne Cox, Week Four, HRM 531.