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Career Development

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Career Development Plan Part III- Performance and Career management

Tina Young

HRM 531

Anne Selcer, Ph.d., SPHR

University of Phoenix

October 25, 2010

There are new changes implemented and designed to achieve the maximum results to meet the objectives and goals of the organization. During the newest stages of the merger, we explained how a managers behavior could affect productivity and how management action has to align with employment laws and we described the best practices for working in a diverse environment. In the second phase we implemented a job analysis, which included new duties and specifications pertinent to the new sales department. This included creating a workforce planning system. This reviews the hard and soft skills of employees, and identified the needs and positions required to fulfill the organizations needs. During the third phase of the development plan for the new sales team, we came up with training and mentoring program that met the objectives of Interclean and Envirtech. This included a specific time frame of when everything would be accomplished. We also concluded that the best use of monitoring each individual’s progress was through observations and peer reviews. We also decided that we would give feedback to the employee in a timely manner so that each team member will be able to improve his or her performance. We are at the fourth phase of the career development plan; this plan will clarify how feedback is given to each employee and what prospects available to the employee after discussion of the feedback. I will also explain how I can assist each sales associate accomplish a superior level of accomplishment. This paper will explain my adaptation to the team’s multiplicity in terms of each individuals career and how I will manage the mixture of our new sales team. We have a zero budget to work with, I will

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