Interclean_Career_Development_Plan

PERFORMANCE AND CAREER MANAGEMENT PLAN Now that InterClean has established their training and mentoring program, it is time to implement the Career Management Plan. This plan consists of giving employees feedback and incentives for high performance, opportunities for advancement and flexibility, and ways to handle diversity. We will also explain how we will make the plan work, despite having no budget. EMPLOYEE FEEDBACK Feedback is simply information that describes the employee’s effectiveness at his or her job (Kacmar, Wayne, Wright, 2009). It is necessary for learning purposes, but also for employee motivation (Cascio, 2006). InterClean, Inc. will use the Balanced Scorecard appraisal approach, which includes financials, customer surveys, feedback on internal processes, and employee growth (J. Prowse; P. Prowse, 2009). Each employee will receive formal, written feedback quarterly. Verbal feedback will be given as needed. It is important that constructive feedback is given in a timely manner to encourage good habits and increase productivity. Managers will focus on the skills and actions that are done correctly, while still pointing out weaknesses and areas of improvement. POST-FEEDBACK OPPORTUNITIES The sales associate will meet with Jim Martin for an appraisal interview. The employee may acknowledge his or her weak areas. Jim will assign a mentor or training program to help the employee improve. They will set goals to be able to judge improvement. The employee will be re-evaluated within 30 days to see if further training or mentorship is needed. The employee may disagree with the manager’s assessment. In the event that this happens, he or she is able to appeal. The affected employee may request a peer review in such cases. There will be a section on the feedback form where the employee can place comments. Each finalized form must be acknowledged and signed by the employee. OPPORTUNITIES OF ADVANCEMENT InterClean promotes opportunities for advancement for all employees have an interest in escalating their personal and professional career. The company is adamant about promoting employees within the organization and sharpening employee’s skills. InterClean understands that with a healthy culture of training and advancement opportunities the company and employee reap the benefits. The company, management, and supervision supports career advancement and ensures that opportunities will be give n. InterClean’s only long-term competitive advantage is the collective brainpower of our employees and the company will continue to provide opportunities of advancement. InterClean promotes life-long learning by encouraging employees to attend any training class, regardless if the training is directly affiliated with one’s job function. InterClean encourages all employees to take advantage of the many resources that are available on the company’s internal training system. The company will provide online courses in sales management, effective communication, and diversity training that can be performed from the employee’s home. As promotions become available each manager will inform his or her team members about the opening. Educational opportunities are also available through InterClean’s tuition reimbursement program. To encourage this educational opportunity InterClean has a listing of educational institutions available on the company intranet for our employees. However, the courses have to be in sales management in order for the employee to take advantage of the program. FLEXIBLE OPPORTUNITIES InterClean is working very closely to make sure that we will provide excellent flexible opportunities for our dual career parents. InterClean understands the day-to-day functions of a family can be difficult to manage. Our management team is committed to being flexible with our dual career parents through setting up flexible work schedules that will fit in the timeframe of our work cycle of production. Another method that the management team has planned is for our company to have on-site day care to provide the ease of picking up your children in a timely manner after work. Last method for our dual career parents is for management to work with parents on designing a structured career path to maintain a strong workforce for retaining talented career couples who can stay within our dynamic family environment. TEAM DIVERSITY InterClean will have a strong mix of young, mid-career, and progressive workers to demonstrate that as a company we are committed to excellent diversity in the workplace. Organizational entry into our organization will consist of starting young workers on the right career path for mentoring with our mid-career staff to give them a guide on how our organization will function. Our mid-career workers will in turn be mentors and will have to obtain knowledge in learning and growing in order to keep up with the younger workers. Our progressive workers will then be the end product for both the young and mid-career workers to emulate their success in our organization. These three different groups of workers will make for a dynamic, energetic, knowledgeable, and stable workforce. BUDGET ANALYSIS A large number of modifications are being made as our company expands and embarks upon engagement into new and untapped territory. In the interim, our corporate division informed every department that we have to operate under a zero budget for the 2010 fiscal year. Every departmental manager has to be certain that they devise a method of budgeting that will scrutinize and discriminate amongst purchases that are not absolutely needed or required to get the job done. Every requisition submitted must be analyzed for its need, cost and relevance. CONCLUSION Strategically, we are redesigning certain functional areas of our organization to make sure that we have zero waste in expenditures and productivity increases as we tighten our belt. As we progress toward expansion we are extremely adamant in our quest for introducing team diversity, flexible opportunities, advantages for promotions and advancement and feedback that drive our ability to enhance development in every department and employee. We are looking forward to making InterClean the best corporation, not only in North America, but also in the world. References Cascio, W. F. (2006). Analyzing Work and Planning for People. Retrieved on February 28, 2010 from https://ecampus.phoenix.edu/content/eBookLibrary2/content/eReader.aspx Kacmar, K., Wayne, S., & Wright, P. (2009). Subordinate Reactions to the Use of Impression Management Tactics and Feedback by the Supervisor*[dagger]. Journal of Managerial Issues, 21(4), 498-517,444. Retrieved March 1, 2010, from ABI/INFORM Global. (Document ID: 1973038881). Prowse, J., Prowse, P. (2009). The dilemma of performance appraisal. Measuring Business Excellence, 13(4), 69-77. Retrieved March 1, 2010, from ABI/INFORM Global. (Document ID: 1920028951).