...maintain the best talent. Especially in the United States, which is now being considered the world’s melting pot, the workforce is becoming much more diverse and great effort is required to address these changes. This paper discusses recommendations for the redesign of Hershey’s performance management system in order to appeal to its diverse workforce. Also discussed is how an employee would interpret the Hershey Company’s values in relation to their role. Workforce trends will be examined and how they could impact Hershey. Finally, the mentoring program that Hershey has implemented will be discussed along with the effects that this program has on integrating the culture at the Hershey Company. Recommend the redesign of Hershey’s performance manageir ment system to appeal to the diverse groups that it employs. A performance management system is a system put into place that makes certain that the employees’ outputs and activities align with the goals of the company or organization (Noe et al, 2011). Hershey’s current performance management system caters more so to the younger generation of workforce that it hires. It satisfies their desire for autonomy, challenge and results. Each employee in the company sets goals and monitor and manages their progress attaining the set goals. Also measured is if the goals are met in respect to the Hershey Company’s core values. This type of...
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...One major shift that we see in the modernized workforce is a change in demographics. There has been an increase in diversity of the workforce including age, race, ethnicity and gender. Another difference we have seen is the change in skills required to perform jobs. Technology has played a role in changing the way jobs are performed, the length of time it takes to complete a job, and the knowledge required to do the job. Organizations have had to find ways to manage the changes in the workforce in order to remain competitive in today’s marketplace. In this paper we will look at the Hershey Company, and ways that it has utilized to help manage these changes. We will look at ways to redesign Hershey’s performance management system to include diversity. We will also look at Hershey’s value system particularly focusing on how employees could interpret them in relation to their role with the company. We will continue to delve into the topic of the workforce trends and determine which has had the greatest impact on the Hershey Company. Finally we will look at the mentoring program that Hershey’s has put into place to help embrace the age diversity of the workforce. We will review the effects the mentoring program can have on integrating values into the Hershey...
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...HRM/531 Human Capital Management October 18, 2010 Cassandra Molavrh A Training and Mentoring Program Training and mentoring Training consists of planned programs intended to develop performance at the individual, group, or organizational levels (Cascio, 2005). Our training and mentoring program designed to help support all employees’ career paths. It will address the company needs, and assist the employees in identifying their goals. In addition to the above, it provides individual training that will assist employees to improve his or her skills. Initially, employees will be asked to jot down a specific goal. After goals identified, a schedule developed to provide on- the- job training both onsite and offsite in relation to their goals. Milestones can establish and deadlines will be set when each training objective must complete. Employees, who have finished training will not be left without any support. The mentoring program will give new employees a mentor to help them adapt to their new position, and this will continue throughout their entire caret with the company, but they can expect to become more independent as they continue to learn and grow in their positions. Organizations generally benefit from mentor-protégé relationships (Kram, 1980). Mentorship aids in the expansion of managerial ability for the business. Not only do these associations help young professionals become skilled at procedural knowledge, but they also aid them in learning the organizational...
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...Hershey’s Sweet Mission Strayer University Recommendation of Redesign of Hershey’s Performance Management System to Appeal to the Diverse Groups That It Employs Performance management systems assess employees’ performance while ensuring that these performance standards align with the goals and views of the company or organization (Aguinis, 2009). At Hershey, the main diversity stated in the case study was the diversity of age between workers which consisted of millennial workers, those in their 20s, and the baby boomer generation. The performance management is an ongoing effort of Human Resources to identify measure and develop the performance of values that Hershey promotes. Currently the markers for review are based upon the values of the company which include, embracing diversity, sharing knowledge, leading with integrity, teamwork and personal responsibility. The performance management system allows employees to set goals within each value and review is based upon reaching those specified goals (Noe, Holleneck, Gerhart. & Wright, 2011). Analysis of How a Hershey’s Employee Would Interpret the Values that Hershey Embraces in Relation to Employees In an effort to improve this performance management system Human Resources may wish to further explore the research that indicates that teams with diverse memberships are likely to have a deeper pool of resources in which the company can benefit from (Bassett-Jones, 2005). Since the current review process consist...
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...January, 2012 Recommend the redesign of Hershey’s performance management system to appeal to the diverse groups that it employs. (Bohlander & Snell, 2004) High Performance Work System (HPWS) is defined as a set of management practices used to create an atmosphere within an organization where the employee has more involvement and responsibility. More precisely, HPWS has been defined by Bohlander et al (2004) as “a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment and flexibility” (Bohlander & Snell, 2004). An approach that Hershey’s could use to appeal to the diverse groups that it employs would be to utilize knowledge workers, such as indicated by Noe et al (2011) in the case study in the form of mentoring. Noe et al (2011) defined knowledge workers as employees whose key contribution to the organization is specialized knowledge, such as knowledge of customers, a process, or a profession. Hershey has baby boomers that specialize in the knowledge of the customers and the process, and who are also enthusiastic about sharing what they know to the younger generation of workers, and subsequently fascinated by leaving a legacy. In order to address the younger generation’s eagerness for challenges, employee empowerment is also critical as part of the redesign process. Bohlander et al (2004) emphasizes that the ability for an employee to take part in the decision making process is considered...
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...explore a possible redesign of Hershey’s performance management that will appeal to the types of employees that work for the organization. It will analyze how the average Hershey’s employee might interpret the values the organization embraces in relation to their roles. It will also identify the trends in performance management systems that would most likely impact the Hershey’s organization and describe the effects that mentoring could have on integrating values into the Hershey’s culture. Redesigning of Hershey’s performance management system In redesigning Hershey’s performance management system I would suggest that they listen to their employees. In listening to their employees during the design phase, it would increase the chances that both employees and management would be likely to participate in the system that evolves. They would need to make sure that they have defined the job duties, purpose of the job and job responsibilities. Hershey’s would need to make sure that they define goals and duties with measurable results and clarify those goals in terms of the priority for their employees. Ideally management would hold interim discussions that would give employees positive and constructive feedback about their performance. Management would also need to hold performance review discussions on a regular basis which could be annually, bi-annually, quarterly or monthly. These discussions could be tied to employee incentives which could be monetary or otherwise...
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...Recommend the redesign of Hershey's performance management system to appeal to the diverse groups that it employs. (Bohlander & Snell, 2004) High Performance Work System (HPWS) is a term given to a set of management practices that tries to create an atmosphere within an organization where the employee has more involvement and responsibility. More precisely, HPWS has been defined by Bohlander & Snell (2004) as “a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment and flexibility” (Bohlander & Snell, 2004). In order to appeal to the diverse groups at Hershey’s it is recommended that the managers utilize knowledge workers, such as indicated by Noe (2011) in the case study in the form of mentoring. Noe (2011) defined knowledge workers as employees whose key contribution to the organization is specialized knowledge, such as knowledge of customers, a process, or a profession. Hershey has baby boomers that specialize in the knowledge of the customers and the process, which happens to be enthusiastic about passing down what they know to the younger generation of workers, fascinated by leaving a legacy. When it comes to addressing the younger generation’s eagerness for challenges, employee empowerment is also recommended as part of the redesign process. Bohlander & Snell (2004) emphasizes that the ability for an employee to take part in the decision making process is considered to be one of the important...
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...1 Career Development Plan Part I—Training and Mentoring Program Training and Mentoring Program Christina Hill University of Phoenix HRM/531 Human Capital Management Dr. Decosmo Monday, August 2, 2010 Career Development Plan Part I— Training and Mentoring Program InterClean, Inc. is an International sanitation and cleaning company which is planning on increasing growth and market share at a fast pace. InterClean, Inc expects to a 40% increase in its sales profitability over the next year. In order to accommodate this aggressive sales goal, the company has decided to implement a new solutions-based selling approach which requires organizational restructuring and staffing initiatives practically with the Marketing and Sales areas. To accomplish the organizational initiatives, management has decided that a formal training and mentoring program needs to be implemented at InterClean, Inc that will support the acquisition and address the training needs of its growing employee base. The Human Resources department has been tasked with creating the new enhanced training system based and mentoring program. This paper will discuss the development of the training and mentoring program at InterClean, Inc. It will discuss new training and mentoring needs, training and mentoring program objectives, performance standards, delivery methods, training and mentoring content, time frame, evaluation methods, feedback, and alternative learning options. ...
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...Sheri Johnson Recommendation Report: Call Center A customer service call center is in need of an advisor to help with the organization’s development and training program. The profit margin rate has been low and employee turnover is very high. Also, due to the lack of training, customers are dissatisfied and complaining. As the new Human Resource advisor, a recommendation report has been created for the organizational development and training programs for the call center. The report will consist of the following points: components of job analysis and design, techniques in developing training programs, importance and differences in suing mentoring and executive coaching, an effective approach to organizational development and different approaches to career development. Job Analysis and Design It is essential to develop and implement the appropriate job analysis to resolve the company’s concern about the organizational development and training program. Modifications are needed. By clarifying each component of the job analysis and design, the company can enhance their efforts recruiting qualified employees for the job. Job analysis reveals the necessary task, behaviors, specific abilities and personal characteristics needed to do a job. Job analysis determines what will be done; job design determines how the job is done. Call center representatives responsibilities are to “serve customers by determining requirements, answering inquiries, resolving problems, fulfilling a request...
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...CONTENTS EXECUTIVE SUMMARY INTRODUCTION - Definition of coaching - Definition of mentoring - Application Part A) Identify the process steps need to be taken to assess the learning needs of the organisation * Step 1: Perform needs analysis * Needs Assessments * 1) Organisation Analysis * 2) Task Analysis * 3) Individual Analysis * Step 2: Identify priorities and important * Step 3: Design Phase of training and development * Step 4: Implementation * Summary Part B) Identify and compare the costs and benefits that introducing a coaching system would involve * Cost * Benefits * Benefit 1: Recruitment and retention * Benefit 2: Continue Learning * Benefit 3: Several Skill Acquisition Part C) Identify KPIs that they should expect to achieve through the implementation process Part D) Identify the key stakeholders that will need to be involved in the process and how their support can be built. Part E) Case Study Example – ASDA Recommendations and conclusion EXECUTIVE SUMMARY High performance and contemporary company need to acquire a much broader set of skills if they are to survive in the world of modern business. The pace of change is unpredictable fast, partly driven by the advances in information technology and the pervading influence of globalisation – has become relentless. The complexity of work has increased while career paths have become less obvious due to the flattening...
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...Employee Retention, Engagement, and Careers Chapter 9 offers some good advice and tools for managing careers. We will discuss building effective communications through fair treatment programs and employee discipline. In addition we will discuss proper handling of dismissals and separations, including retirement. In recent years, many employees from the “baby boom” generation have taken early retirement. However, experts believe the next generation will have to work longer than they would wish in order to fund those who are retiring now. The Social Security Administration has increased the age at which future generations will be eligible for benefits. Management will need to find ways to stimulate career interests of older employees to keep them motivated and productive. Firms also will need to find ways to ease labor shortages by attracting those to return who already have retired. Let’s discuss these and other issues. Learning Objectives By the time we have finished this chapter you will be able to: 1. Describe a comprehensive approach to retaining employees. 2. Explain why employee engagement is important, and how to foster such engagement. 3. Discuss what employers and supervisors can do to support employees’ career development needs. 4. List and discuss the four steps in effectively coaching an employee. 5. List the main decisions employers should address in reaching promotion decisions. 6. Explain the factors you would consider...
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...training, health and safety, mentoring and coaching, apprenticeship, and cultural trainings. O’Toole said to have the employees say “I am welcomed, therefore I belong.” All before the employees left there orientation. The human resources management is one of the most important jobs in the company. They’re responsible for all the managerial activities and tasks. One of the many things the human resources management department is in charge of is training. There are many different trainings such as new hire orientation, leadership, health and safety, mentoring and couching, apprenticeship and cultural. New hire training often called new employee orientation can get costly especially if the company has a high turnover rate. According to Brain Benton (2014) there are six reasons why untrained employees can end up costing the company more money than trained ones. The first reason being that when companies have untrained employees they’re usually unhappy employees. If employees don’t feel satisfied with their training it’s going to affect their performance. The second is that untrained employees have a low production value. Workers could have lower quality performance then they should. The third reason being that untrained employees are inefficient. It takes them longer to do the work. Which in the long run will end up costing the company more money. The forth reason being that there is lost time and money due to mistakes. When an untrained employee makes a mistake precious time...
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...redesign of Hershey’s performance management system to appeal to the diverse groups that it employs. I will analyze how I would interpret the values that Hershey embraces in relation to my role, if I were a Hershey employee. My research will also discuss the trends identified in the chapter and describe which one may impact Hershey the most. Lastly, I will describe the effects that mentoring could have on integrating values into the Hershey culture. Recommend the redesign of Hershey’s performance management system to appeal to the diverse groups that it employs. Because Hershey’s employs such diverse groups it could benefit from knowledge workers. Organizations need a management style that focuses on developing and empowering employees. (Noe, 2011) Knowledge workers are employees whose key contribution to the organization is specialized knowledge, such as knowledge of customers, a process or a profession. Employees are then held accountable for products and services, and in return share losses and rewards. (Noe, 2011) When an organization competes for employees, depend on skilled knowledge workers, or are in need of a workforce that cares about customer’s satisfaction, a pure focus on efficiency will not achieve human resource objectives. (Noe, 2011) To improve job satisfaction, organizations need to design jobs that take into account factors that make jobs motivating and satisfying...
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...Recommend the redesign of Hershey’s performance management system to appeal to the diverse groups that it employs My recommendations of the redesign of Hersey’s performance management system to appeal to the diverse group that it employs would be to keep their current designed performance management system. Their redesign system tailors to two definite generations, the baby boomers and the younger generation. Hershey has a system in place in which the baby boomers train and mentor the new millennial worker due to, “the baby boomers tend to be concerned in leaving a legacy, making the world better, so they generally are enthusiastic about mentoring their younger colleagues” (Noe, Hollenbeck, Gerhart, Wright, 2011). The baby boomers are role models, coaches, and advocates for Hershey’s. Mentoring gives them chances to develop their abilities, experience, and wisdom both to their own advantage and that of Hersey’s to train the younger generation employed with the company. Hershey has reshaped its performance management system which is more attractive to the younger generations’ excitement for challenge, autonomy, and results, the redesign was a bottom-up effort, in which individuals within the company set goals and track progress on projects. The system measures not only business results but whether they are achieved in accordance the Hershey’s four core values (Noe, Hollenbeck, Gerhart, Wright, 2011). If you were a Hershey’s employee, analyze how you would interpret the...
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...racticeBriefing Notes: Best Practices in Professional Development Introduction A firm interested in increasing its employees’ skills and competencies while deepening their employees’ commitment to the organization should c onsider three interventions: the nature of the job, formal training and the mentoring/co aching process. This paper on best practices outlines the issues firms fa ce in developing programs in these three areas and disc usses which practices, program designs or methods firms should take up in response to these issues. The Job Research in firms suggests that younger professionals are drawn to two different kinds of firms: the firm with a great reputation in the field, and the smaller, often less reputable, firms that offer younger people a broader range of opportunities. They usually favor the former when they regard their first or secon d job as a way station to a longer-term career in another company or setting and want to garner the “halo” effect of having worked at a great firm. This phenomenon o c curs in other professional services as well. For example, many consultants are happy to go to M cKinsey for their first five years of employment even though the prospect of becoming a partner and then a director are quite limited, and the work itself is extremely taxing. Many firms, however, cannot rely exclusively on the limited supply of skills within the firm to create opportunities for learning and growth. Therefore, these firms must...
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