Employee Portfolio: Management Plan
The assessment of the three new employees to Riordan Manufacturing have been reviewed and summarized. The report below will give in detail each employee and give recommendations to how their characteristics will affect the performance of the organization and how they can best be assigned based on their individual responses. The report will conclude with each employee additional assessments if deemed necessary.
Employee A:
Employee A scored the highest in overall satisfaction and reported confident in his or her leadership, but gave evidence to being unsure of his or her place in the community and did not seem confident to instruct others. A gave a very positive attitude toward engagement and moderate views on being empathetic to others. The data displayed A to be careful decision maker with a high emotional intelligence to put thoughts first before decisions. Based on the data Employee A would continue to display loyalty and with continued exposure to the company’s goals and values contribute to enhancing our current goals and values. In the future it is recommended that Employee A receive assessments on decision making and leadership roles to potentially give him or her the opportunity to advance in a mid-level leadership role as a Team Lead or Shift Supervisor.
Employee B:
Employee B scored relatively high in the job satisfaction area but gave data to support the assessment that they were uncertain of what motivates them. Employee B appears to be a introvert who works well given tasks but with little to no interruptions. Data also supported by his or her feeling assessment gives evidence of little emotional involvement and little to no introspection to others emotions. Employee B did give data to support being a quick responder to decisions, although without much thought prior to them. It is best recommended to give further assessments to Employee B’s emotional intelligence and his or her affect intensity. It is recommended that Employee B be given assignment under supervision and mentored as a good crisis responder. Further assessment to what motivates Employee B should also be addressed and be given the opportunity to reach out to his or her leadership with mentoring. Employee C:
Employee C gave good job satisfaction scores but lacks the motivation to advance. The employee gave very sedentary responses with limited self-engagement as a score of 20 was determined. Employee C gave responses to display an attention to the emotions of others but seem reluctant to his or her own evaluations. Employee C with a EI Score of 39 reported being social to the needs of others but neglected their own needs and desires. In the area of decision making the employee gave data to support a blended stance of making rash decisions without much in depth thoughts and acts too quickly. It is recommended that this employee be given the opportunity to receive further assessments in goal setting and personal engagements, empathic to others makes a good candidate for a customer service representative and an outreach for customer care. Employee C, under guidance of the proper supervisor would best serve the company in thoughtful decision making given the opportunity for more exposure to learn the company’s goals and values.