Executive_Summary

Final Project: Human Resources Management Plan and Job Aids Edward Tavarez HRM/240 November 28,2010 Jennifer Farinha Executive Summary This paper is going to describe the proposal for a human resource department hiring of sales personnel. The Human Resource department will be an essential part of the hiring process because of its planning, development and success of any organization. Most companies only focus on the improving of employee’s performance and getting the most out of them. But in recent times the failures and the cost cutting of well know business has forced them to run their company in a efficient and effect way to find success in order not to go under and file bankruptcy or simply go out of business. Companies are now focusing on what they need rather what they want. This has changed the way the Human resource does the hiring because now it has to hire not just another employee but hire the best candidate for the job position. This hiring package that I have created will help assist the Human Resource department in recruiting selecting and training the best possible candidates which will in turn help the organization meet goals, its vision and the company’s mission. Introduction When trying to find future employees who can have the jobs skills required for a job position offered by the company, this process can be very extensive and time consuming process. There are several necessary steps that need to be taken; these steps should take into consideration the changing needs, the economy, and the area that the company is located. These steps will have to be changing in a way that it can keep up with ever changing technology and services in the business world. “The development of a Human Resources plan is to anticipate the various types of personnel that will be needed to take on the new challenges presented within the strategic plan.”(Lucas, 2008) This plan will include an aid to understanding what information will be used in the job analysis, to have an effective selection process, employee orientation, and training for a sales position in the company. Job Analysis The job analysis will provide the information needed to what tasks are necessary to perform for that job position. The job analysis can help the future employee in the sales department understand the details and skills needed for the job. Let’s say for instance your job title was the Sales manager, “Sales manager is responsible for managing and coordinating the activities of the Sales Department; researching new products, equipment and services for the company with a focus on obtaining the best possible pricing” (Hartwick College, n.d, p. 11). The sales manager must “develop policies, procedures, goals and cost savings initiatives in regards to the Sales Department” (Hartwick College, n.d, p. 11). Other duties that are included being a sales manager is to maintain records of product in stock and to ensure that clients are kept happy by anticipating their needs and wants. Furthermore, the position of a sales manager requires that he or she has a high level of integrity and knowledge, for the reason being that this position is require approving, seeking out, and buy the best product for the best price according to the needs of clients and the company. this position also requires “excellent communication skills, ability to develop relationships with all levels of an organization, demonstrated professionalism with ability to apply sound judgment toward conflict resolution and proficiency in price and cost analysis techniques” (JobCentral, 2009, Para 3). This job analysis is explained in further detail in the attached presentation. (Please see attached file for the presentation on job analysis) Selection Process The Human Resource department has developed ways in recruiting future employees, both internally and externally. The main decision that will be made is which would be the best way to go either internal or external. The needs of the business will dictate which way to go to attract the best skill people to apply for the position being offered by the company. Through advertising in the newspapers, the internet, or through employee’s referrals, these methods of external recruiting will give the Human Resource department a wide choice of people who have the jobs skills required for a sales position. The advertising of a job can bring the attention of both qualified and under-qualified candidates. A well written advertisement will cut down the people who do not have most the jobs skills needed but will show the people who are a commitment to the potential candidate career and his or her needs. The main benefit for external recruiting would be the various options and people that a company is looking for. When using the internal recruitment process, the company is able to choose potential candidates from within who have proven themselves and are capable to perform the job duties required by the sales manager. When choosing an employee in the company, giving them an opportunity to get promoted because of their excellent performance in the past, will show and encourage other employees by improving performance can lead to a better position in the company. If this selection process is done well, it can help the company with reducing high employee turnover plus lead to the increase of employee productivity and their performance. When the selection process is used internally, companies must have several ways of obtaining additional information besides the employee’s application to choose the best qualified employee for the job position. . According to Bohlander & Snell, “organizations use several different means to obtain information about applicants” (2007, p.246). The selection tools that will be considered for a sales manager will be the application, the interview and the past experience one has. “The application can tell a great deal about a potential candidate” Bohlander & Snell, 2007, p. 246) and will eliminate any wasted time for the company and the potential employee if he or she is under qualified. The application can serve many purposes, one of them being to provide the company with “information for deciding whether an applicant meets the minimum requirements for experience, education, and so on. They provide a basis for questions the interviewer will ask about the applicant’s background. They also offer sources for reference checks” (Bohlander & Snell, S. A., 2007, p.250). The use of this selection tool will give the Human Resource department a chance to check a person to see if the applicant is under qualified, qualified or over qualified for the position be offered. Due to the nature of the job and is many duties of a sales manager, the pre screening interview is an important one. This interview process will allow a candidate to elaborate on the interview questions being asked and are necessary to evaluate a potential sales manager. Using this structured interview process it allows the interviewer to meet with the candidate and get a feel for him or her through observation and discussion. After this process is done, the interviewer can further discuss the interview with the Human Resource Department and to decide whether to take the next step or bring in another candidate. Now if the Human Resource department decides to take the next step then they will set up a second interview where a panel interview will be preformed. This panel interview will serve the purpose to further study the candidate and to ask additional questions connected to the job being offered. This allows the panel to get an observation and to share different information from each other. This method will give the Human Resource Department a way to make an informed and sound decision about hiring this candidate. The following is lists of questions that can be ask during an interview: Source: (CollegeGrad.Com, 2007) 1. Tell me a little about yourself' 2. How do you handle stressful situations' 3. Why did you choose this career' 4. How do you accept criticism about your job techniques' 5. What goals do you have in your career' 6. How do you plan to achieve these goals' 7. What are your weaknesses' How can you overcome your weaknesses' 8. Are you a team player' 9. What motivates you' 10. Why should I hire you' 11. Are you a goal-oriented person' 12. What do you see yourself doing five years from now' 13. Do you handle conflict well' 14. What do you know about our organization' 15. Why do you want to work for this organization' 16. What is your greatest strength' 17. How much training do you think you’ll need to become a productive employee' The interview questions above will provide the Human Resource Department with candidate’s jobs skills, capabilities, experience and the ability to excel in sales manager position. When all information is in from the interviews, the Human Resource Department will make it decision to recommend the candidate for the position. The Human Resource Department will then make an offer and the candidate accepts, then it will arrange for the new employee’s drug screening and background check. When all the tests and documentation have come in and the candidate accepting the job, the Human Resource department will disclose to the new employee the company’s compensation, incentive and benefit plan as shown below. Benefit, Compensation and Incentive Plan for a Sales Manager Management Employees 2009 Benefit Package | Option (Kaiser) | Vista Foods Cost Semimonthly | Employee’s Cost Semimonthly | Description | Employee | $273.78 | $75.00 | Share of premium will be deducted semimonthly before tax from employees paycheck | Employee and Child | $547.56 | $125.00 | | Employee and Family | $739.20 | $179.88 | | (Stanislaus County, 2009) | Benefit Plans | Features | $10/$20 Co-pay (no deductibles) | $20/$30 Co-pay (no deductibles) | $30/$40 Co-pay (no deductibles) | Annual out-of-pocketIndividualFamily | $3,500$7,000 | $3,500$7,000 | $3,500$7,000 | Deductible | None | None | None | Preventive Care | No Charge | No Charge | No Charge | Office visitsPrimary careSpecialty care | $10 per visit$20 per visit | $20 per visit$30 per visit | $30 per visit$40 per visit | Emergency services | $75 per visit | $75 per visit | $75 per visit | Vision careOptometryOphthalmology | $10 per visit$20 per visit | $20 per visit$30 per visit | $30 per visit$40 per visit | Inpatient hospitalizationmedical, maternity, and mentalhealth | $500 per admission | $400 per day, up to$1,200 per admission | $500 per day, up to$1,500 per admission | Lab and radiology | $20 per visit | $30 per visit | $40 per visit | Outpatient surgery | $100 per visit | $100 per visit | $100 per visit | Prescription drugsPharmacy deductible Generic Preferred brand | None$10$25 | $100$10$30 | $150$10$30 | Dental Services | $12 Employee$16 Family | $12 Employee$16 Family | $12 Employee$16 Family | Additional Benefits | Description | 401K | Company will match employees contribution 100% up to 7% of employee’s contribution | Paid Time Off | Employees will accrue 0.18 minutes for every hour worked. | Sick Time | Employees will accrue 0.15 minutes for every hour worked. | (Kaiser Permanente, 2009) | There is also a plan to consider a flexible spending account for employees to will set aside pre-tax dollars to cover the over cost of medical and childcare expenses. This benefit being consider will give the employee an opportunity to secure a future and life’s unexpected emergencies. Other considerations must be taken when setting incentive plans. One must think about both parties involved which are the needs of the company and the needs of the employees. Each employee has set goals but not all are the same. When considering the mission, vision and goals of the company, an incentive plan must be in effect in order to reach company standards and to reach employees goals and assure them of a future. This step will provide outstanding productivity numbers and help reach company’s goals. The first incentive program will focus on product coming in and product going out and being sold. What this means for a sales manager, the less a product is on the shelf, and the proper sales, ordering and record keeping, this will in turn bring bonuses and rewards to the Sales Manager. The sales manager will evaluated on a monthly basis, through records and the ability to meet or improve on sales numbers that are set by the Vice President of sales and marketing. When a sales manager continues to reach the obligations set forth by the company and completes the required tasks in a timely manner and is able to maintain accurate, balanced and reliable records of sales, then he or she will be rewarded with a cash bonus or vacation at the end of every six months when meeting department goals. New Employee Orientation When the Human Resource department gives a job offered and acceptance is only good when the company mandatory drug screening and criminal background check results are positive. When a new employee does past and does accept the job with the company, the Human Resource department must have a script to follow so that both parties are well prepare to cover all topics in an effective way. Below is an outlined script that has been prepared for a Sales Manager. “We, in HR, feel that it is important to address some sensitive issues during your early employment with our company. These issues are important to human resources as they are their top responsibility” (Axia Appendix A). 1. Foster an understanding of the organizations culture, its values, and its diversity 2. Help the new employee make a successful adjustment to the new job 3. Help the new employee understand his or her role and how he or she fits into the total organization 4. Help the new employee achieve objectives and shorten the learning curve 5. Help the new employee develop a positive working relationship by building a foundation of knowledge about the organization’s mission, objectives, policies, organizational structure, and functions. (Human Resources: Berkeley, 2007) Also included is a detail script for hiring a Sales Manager New Employee Orientation Script Source (Human Resources: Berkeley, 2007) Summary Effectively orienting new employees to the company and to their positions is critical to establishing successful, productive working relationships. The employee's first interactions with you should create a positive impression of sales department and the company. The time you spend planning for the new person's first days and weeks on the job will greatly increase the chance for a successful start. Guiding Principles An effective orientation will: * Foster an understanding of the company’s mission, its values, and its diversity * Help the new employee make a successful adjustment to the new job * Help the new employee understand her role and how she fits into the total organization * Help the new employee achieve objectives and shorten the learning curve * Help the new employee develop a positive working relationship by building a foundation of knowledge about the company’s mission, objectives, policies, organization structure, and functions Before the Employee Arrives The new employee orientation process begins before the employee comes to work. Planning ahead for your new employee's arrival will allow you to spend productive time on that first day. So, before the employee arrives you should: * Notify everyone that a new person is starting and what the person's job will be. Ask the other staff members to welcome the new employee and encourage their support. * Prepare interesting tasks for the employee's first day. * Make a copy of the job description card, job vacancy listing (JVL), job performance standards, company’s organization chart, and your department's organization chart. * Enroll the employee in the New Employee Orientation class through the Employee Development & Training Unit in Human Resources. * Make sure the employee's work location is available, clean, and organized. * Make sure a copy of the appropriate personnel policy manual or contract is available for the employee. * Have a benefits information package available. * If possible, identify a staff member to act as a buddy for the first week. * Put together a list of key people the employee should meet and interview to get a broader understanding of their roles * Arrange for a building pass, parking pass, and IDs if necessary. * Draft a training plan for the new employee's first few months. The First Day on the Job A new employee may be anxious about starting a new job. Try to create a comfortable environment and remember not to overwhelm the new employee with too much information on the first day. Orientation is a continuing process, so there will be plenty of time to give the employee all the necessary information. On the first day, you should: * Give a warm welcome and try to reduce any nervousness the new employee may feel. * Discuss your plan for first day. * Introduce the employee to other staff members. * Arrange to have lunch with the new employee. * Show the new employee around the office. * Review the job description card and organizational charts with the employee. * Explain ridesharing and transportation services. * Review telephone, fax, e-mail, and Internet use * Give the employee the New Employee Benefits Packet. Be sure to discuss any questions or refer the employee to your Department Benefits Counselor. Remind the employee to fill out and submit benefits forms on time. * Explain that University policy and collective bargaining agreements call for most new employees to complete a probationary period before they become regular status employees. Discuss what the probationary period is all about and explain how and when the employee's performance will be appraised during the probationary period. * Have the new employee complete all the necessary personnel forms. Follow-up Meetings Over the next few weeks, schedule meetings with the employee to discuss the following: * Employee's overall impressions: Find out how the employee perceives your department so far. If there are any problems or concerns, address them. * Organization: Spend time explaining the organization's structure. Talk about where your department fits in and how it relates to other departments. * Mission statements: Discuss the mission statement of the organization and how the goals and objectives of your department help support that mission. * Performance evaluation process: Explain that you and the new employee will be developing a performance plan, discussing her progress and evaluating her performance. Explain the timing of appraisals and the methods you will use to measure progress. * Department work rules: Review your department's work rules with the new employee. Discuss attendance guidelines, call-in procedures, and requests for time off. * Controlled substances: Explain that the company does not tolerate the use of illegal substances or abuse of legal substances on the premises or reporting to work in an unsafe condition. You are required by law to give the new employee a copy of the Policy on Substance Abuse. * Security: Discuss your department guidelines on security, such as keeping doors, cabinets, and file drawers locked. * Safety: Review the company’s policies and your department's policies on safety in the workplace with your new employee. Evacuation procedures, emergency preparedness guidelines, and the escort service should be included in this review. * Sexual Harassment: This organization has a long-standing commitment to providing a work environment free from all forms of unlawful harassment. Harassment of another teammate, patient, or vendor because of that person’s gender, race, religion, age, mental or physical disability, national origin, medical condition, veteran status, sexual orientation, or other status protected under the law, will not be tolerated * Injuries on the job: Discuss procedures for handling injuries on the job. Tell the employee to report all job-related injuries to you, regardless of how minor. * Training plan: Discuss your training plan with the employee. Consider incorporating any changes the employee suggests. Implement any changes that you both agree upon. * Other resources: Tell the employee about any other resources that will help get the job done. Supervisor's Checklist for New Employee Orientation First Day on the Job: A new employee may be anxious about starting a new job. Try and create a comfortable environment and remember not to overwhelm the employee. On the first day you should: ___ Give a warm welcome and discuss the plan for the first day ___ Tour the employee's assigned work space ___ Explain where rest rooms, refreshments, and break areas are located ___ Provide required keys ___ Arrange to have lunch with the new employee ___ Tour the building and immediate area and introduce the new employee to other staff members ___ Introduce the new employee to the person you've identified as a buddy (if appropriate) ___ Review job description card ___ Review the departments (or offices) organizational chart and explain its relationship to campus ___ Review your office's policies and procedures including: * Working hours * Telephone, e-mail, and internet use * Office organization (files, supplies, etc.) * Office resources (directories, dictionaries, style manuals, computer program manuals, staff listing, etc.) ___ Staff meetings ___ Accountability ___ Customer service philosophy ___ Confidentiality ___ Ethics During the First Week: ___ Review employee work area to ensure needed equipment is in place ___ set up a brief meeting with the employee and the assigned buddy to review the first week's activities (if appropriate) ___ Schedule meeting with Department Personnel Manager to: * Complete required paperwork * Review personnel policies and procedures * Learn about benefits (health & life insurance, select benefits, etc.) * Schedule Company New Employee Orientation (if it has not been scheduled) * Explain time cards * Review vacation/sick/personal leave policies * Obtain ID * Obtain Parking Permit (if appropriate) ___ Have appropriate office personnel review: * After-hours and weekend office access * General review of accounting (if appropriate) * Listing of account numbers (if appropriate) * Journal vouchers (if appropriate) * Travel and reimbursement * credit card * Company mail services * Office supplies * Copy machine and fax use * Office safety issues ___ Review computer competency with self-assessment tools (if appropriate) ___ Overview of policies and procedures, including confidentiality and software piracy issues ___ Assess knowledge of department's hardware and software Within the First Month of Employment: ___ Meet with employee to review: * Job description * Performance standards * Work rules ___ Send employee to New Employee Orientation to review: * Company culture * Company structure * Health and safety * Company tour * Benefits overview ___ Check to be sure employee has signed up for benefits prior to enrollment deadline Within Six Months of Starting: ___ Revisit performance standards and work rules ___ Schedule performance appraisal meeting Training Development Plan A good training program is the last step to make sure that the employee will adjust and be successful in his or her new position. “The primary reason for employee training is to increase his or her knowledge, skills and abilities for maximum performance.” (Bohlander & Snell, S. A., 2007). A training proposal can be use as a map to outline the employee’s ongoing development of an employee as well as to give opportunities to advance within the company. The Human Resource department along with the employee’s supervisor can discuss the further training of the new employee. The first step in this process is to analyze the employee’s job skills are and what are his or hers weaknesses. For the new employee something that might come up is the experience one has, and if lacking, how much training will be involved to get the employee up to par. Since the position is in management for a sales manager, it is possible that the new employee is coming from within the company. In this situation then the new employee will have experience in sales. The first thing is to make sure that the new employee has the ability to manage personnel. The second is that the new employee is familiar with all the jobs requirements and objectives which include the sales process. The last step is for the new employee ability to train futures sales personnel. The following procedure is to decide what type and how much training a manager gives to a new employee. The best learning techniques are on-the-job-training as well as training programs on the computer. Since this job does require a Bachelor’s degree, the new employee does not need to seek further certifications but will continued to be trained for future technology or company changes. Everyone new employee including current employees must have on-the job-training. This is important just because an employee has past experience, the job duties can differ from company to company. The training should be done the first month the employee is on the job. The training on the computer can be beneficial to management because sometimes there is very little time and are always needed to be on the job. These two methods have been very successful with the training of employees. By being train with newest procedures and technology, this benefits both the company and the employee by having all in the same path so that company’s goals are met. When evaluating the progress of an employee, then the effective of the training given will show. There are two standards that are set and have to be met. The first is to reach set quotas the other is how well a customer is satisfied and treated. When the company sets a quota and it is met by the employee this will show the success of the training program. Since there is customer contact with this position, then the skill level of dealing with customers is necessary, a customer that is satisfied and the employee has met the needs or wants of the customer is regarded as a success. This will impact the training program as being a successful one. Conclusion Using a good recruiting and selection is vital for every company, whether the company is large or small. The increase of the turnover rate because of low morale is one issue, but companies these days are dealing with other issues too. The hiring program for a Human Resource Department must be effective one. Company’s today will survive on the maximum product ivy of the employees and their integrity. Integrity is the bases of loyalty, trust and effective leadership to follow and in turn leader to client relationships. When hiring a new employee, a company will keep in mind its future success by keeping its obligations to its clients, by meeting the needs and wants, and knowing the employee will maintain or excel in their productivity.  Both the Human Resource Department and management have the ability to implement the maximum amount of productivity by an employee. When both understand the employee’s needs and accurately accessing them is an important factor so that employees and management can work together to reach company’s goals. “The selection tools used for this position will allow this organization to make a sound decision based on the qualifying credentials presented by the employee.” (Bohlander & Snell, S. A., 2007) This process can make the company a favorite when being chosen by future candidates. References Bohlander, G. W., & Snell, S. A., (2007). Managing Human Resources (14th ed.). Florence, KY: Thomson Learning Higher CollegeGrad.Com. (2007). Fifty Standard Interview Questions. Retrieved November 28, 2010, from http://www.collegegrad.com/jobsearch/Mastering-the-Interview/Fifty-Standard-Interview-Questions/ Hartwick College. (n.d). Job Analysis Qurstionnaire. Retrieved November 28, 2010, from Hartwick College: http://www.hartwick.edu/Documents/HR/HARTWICK%20JAQ1.pdf Human Resources: Berkeley. (2007, April 10). Managers, Supervisors and HR Professionals. Retrieved March 29, 2009, from Guide to Managing Human Resources: http://hrweb.berkeley.edu/guide/orient.htm JobCentral. (2009, March 27). Program Purchasing Manager . Retrieved November 28,2010, from JobCentral: http://www.jobcentral.com/jobs/DRS_Technologies/CT/Program_Sales_Manager/009654965/job Kaiser Permanente. (2008). Quotes and Applications. Retrieved November 28, 2010, from Kaiser Permanente: http://agents.norvax.com/quote/brochure/Kaiser/GA_Non-Balance_Broch_05-08.pdf Lucas, L (2008). Is Defined-Contribution Plan Communication and Education Dead' Retrieved November 28, 2010 from http://www.workforce.com/section/02/feature/25/29/47/index.html. Stanislaus County. (2009). Stanislaus County Personnel Manual. Retreived November 28, 2010, from Stanislaus County Benefits 2009 Package: http://www.stancounty.com/personnel/PerPol/BenefitCharts.pdf