...Career Development Plan Part III – Performance and Career Management Damesha N. Horace HRM/531 Human Capital Management June 21, 2010 Career Development Plan Part III- Performance and Career Management A training and mentoring program was implemented for the new InterClean sales force. Our next step is to develop a performance and career management program that continues to work in alignment with the company’s new strategic direction. Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management reminds us that training, strong commitment, and hard work alone is not enough to achieve desired results. InterCleans major contribution of performance management is its focus on achieving results – the sales team will be trained to engage directly with facilities managers, health care professionals, and operational executives in their customers' organizations (University of Phoenix, n.d). In addition to performance management, career management is a critical tool that will be applied to provide employees with a life long, self-monitored process of career planning that involves setting personal goals and formulating strategies for achieving them. The development of a performance and career management program will explain the employee feedback process, manager’s assistance with helping employee’s reach a higher level of performance, opportunities for advancement...
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...Career Development Plan Part III— Performance and Career Management HRM/531 Human Capital Management December 13, 2010 University of Phoenix Career Development Plan Part III— Performance and Career Management InterClean's five member sales team successfully completed the four week training and mentoring program. The next phase in their career development plan is performance and career management. Through this phase, each team member receives an individual career map that provides career guidance and goals to the employee. Casico defines performance management as “a kind of compass; one that indicates a person's actual direction as well as a person's desired direction” (2005, Ch. 9). This format provides a snapshot of where the employee currently is within their career and clearly states what options the employee has in addition to opportunities for career advancement. While it is essential to provide employees with solid goal-setting tools, additional motivators, such as feedback, advancement, flexible work-scheduling, and team diversity help to stimulate enthusiasm. Finally, program costs and benefits are essential relating to ensuring each member receives the necessary support to provide a positive return in InterClean. Employee Performance Appraisal System (with feedback) Systematic evaluation of an employees progress during a specific period of time provides the opportunity to review where the employee began and measure his or her achievements and establish...
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...ASSIGNMENT 1: HUMAN RESOURCE MANAGEMENT Contents Question 1: 1 Question 2 4 Question 2.1 4 Question 2.2 8 Question 3 12 Question 3.1 12 Question 3.2 15 Bibliography 21 List of Figures Figure 1: Model of effective Performance Management Process 5 Figure 2: Steps and Responsibilities in the Career Management Process 9 Figure 3: Strategy - decisions about competition 15 List of Tables Table 1: HR Practices utilized by Marks & Spencer to address strategic needs 17 Question 1: In an industry where competition is intense, developing staff has probably never been so important. By training and developing its staff, discuss how Marks & Spencer is in a position to develop a competitive advantage over its competitors. Introduction A competitive advantage is a superiority that an organization can gain over its competitors by providing the same value at lower prices or charging higher prices for providing greater value through differentiation, Business Dictionary (2015). Grobler et al (2011:9) noted that in the past the focus of Human Resources (HR) was an administrative one (traditional HR) with focus on personnel issues, more recently HR has been recognized as being contributory to the organization’s overall strategy. HR is therefore an integral part of achieving competitive advantage. One such HR practice that enables competitive advantage is in training and development of its staff. Noe et al (2012:98) noted that in the knowledge...
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...Career Development Plan Part Iii-Performance And Career Management Career Development Plan Part III – Performance and Career Management Damesha N. Horace HRM/531 Human Capital Management June 21, 2010 Career Development Plan Part III- Performance and Career Management A training and mentoring program was implemented for the new InterClean sales force. Our next step is to develop a performance and career management program that continues to work in alignment with the company’s new strategic direction. Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management reminds us that training, strong commitment, and hard work alone is not enough to achieve desired results. InterCleans major contribution of performance management is its focus on achieving results – the sales team will be trained to engage directly with facilities managers, health care professionals, and operational executives in their customers' organizations (University of Phoenix, n.d). In addition to performance management, career management is a critical tool that will be applied to provide employees with a life long, self-monitored process of career planning that involves setting personal goals and formulating strategies for achieving them. The development of a performance and career management program will explain the employee feedback process, manager’s assistance with helping employee’s reach a higher level...
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...Career Development Plan Part III – Performance and Career Management Sherry Martin HRM/531 Career Development Plan Part III- Performance and Career Management A training and mentoring program was implemented for the new InterClean sales force. Our next step is to develop a performance and career management program that continues to work in alignment with the company’s new strategic direction. Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management reminds us that training, strong commitment, and hard work alone is not enough to achieve desired results. InterCleans major contribution of performance management is its focus on achieving results – the sales team will be trained to engage directly with facilities managers, health care professionals, and operational executives in their customers' organizations (University of Phoenix, n.d). In addition to performance management, career management is a critical tool that will be applied to provide employees with a life long, self-monitored process of career planning that involves setting personal goals and formulating strategies for achieving them. The development of a performance and career management program will explain the employee feedback process, manager’s assistance with helping employee’s reach a higher level of performance, opportunities for advancement, flexible schedules, adaptation to team diversity, and program costs...
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...Performance and Career Management Plan Human Capital Management HRM/531 May 17, 2010 The merger between InterClean and EnviroTech has placed the organization in a position for increased growth and development in offering the industry full-service solutions and inclusive services to the health care industry. Since the merger, InterClean has addressed management’s behavior impacting organizational productivity, performed job analysis to identify duties and requirements for specific jobs, selected new team members, and developed training, and mentoring program. InterClean is ready for the next phase in developing a performance appraisal form with focus on career management. Areas for additional requirements will include how feedback is received by employees, opportunities for employees after feedback is received, how to help employees reach higher level of performance, opportunities for advancement, flexible schedules for dual- career couples, and justification of why this will work with a zero budget. Performance Appraisal The purpose of the performance appraisal is to ensure the highest quality of service delivered to customers in the industry. InterClean is committed to providing outstanding customer service and exceeding customer expectations. The performance appraisal will help employees identify potential problems, help him or her to create contingency plans and goals to deal with tribulations, foster trust and credibility with customers, follow through on commitments...
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... Week 4 Individual Assignment Career Development PlanIII (Performance and Career Management) HRM531 Instructor: Deborah Jones April 25, 2010. Performance and Career Management Performance management entails willingness and dedication that focus on improving performance on the individual or team level every day. It helps employees with indicating present direction and their desired direction. To practice high-quality performance management, managers must provide timely feedback about performance, while consistently focusing attention on the ultimate objective (Cascio, 2005). A career management plan is a plan that has been developed in order to help managers guide employees in a positive direction, which in turn helps employees to become successful. A career management plan is an important piece to an employee’s growth and development preparation throughout his or her career. This plan will permit an individual on how to reach their goals and know where they want to be. Due to the fact that InterClean has completed the training and mentoring program, a “Performance and Career Management” plan will be implemented. This program will assist the employees and the organization to achieve their set goals. This plan will enable each employee aware of his or her strengths and weakness, toward improving and achieving the goal of the organization. • Performance Evaluation Employees will be evaluated...
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...Introduction The efficient management of any organization is the central driver of the constant achievement of the business and it is influenced by both the internal and external factors of the organization. It is vital that the Top Management aims to display successful leadership & management in organisation concurrently and in view of other duties & responsibilities. The Report aims to enhance the understanding regarding leadership & Managerial skills. This report will discuss the practices and management principles, will perform the review regarding potential as prospective manager, display managerial skills in the business & services context, and will develop a Career development plan for employment in the Business and services context. Discussion The diverse forms of Management styles are vital to the success or failure of any Business. The following are few of the Management Styles: Autocratic Management style: This form of Management style permits the Businesses to sustain a blue print if we require and how the company functions. This is due to the base of an Autocratic type of Management comes from concept of a nation which is govern by the dictator or the king. This type of management style permits the individual to make the final decisions regarding the business without the staff having any input but usually base the decision with staff in mind and what they assume is best for them (Batten, 2008). Democratic Management: The Democratic style of management is the style obtained...
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...| | |Human Resource Management | | |Puerto Rico Campus | Copyright © 2009, 2008, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course focuses on the strategic role of human resource management, personnel planning and job analysis, personnel selection, performance appraisal, compensation, training, and development from the vantage point of the manager. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals of human resource management (2nd ed.). New York, NY: McGraw-Hill....
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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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...efficient management of any organization is the central driver of the constant achievement of the business and it is influenced by both the internal and external factors of the organization. It is vital that the Top Management aims to display successful leadership & management in organisation concurrently and in view of other duties & responsibilities. The Report aims to enhance the understanding regarding leadership & Managerial skills. This report will discuss the practices and management principles, will perform the review regarding potential as prospective manager, display managerial skills in the business & services context, and will develop a Career development plan for employment in the Business and services context. Discussion The diverse forms of Management styles are vital to the success or failure of any Business. The following are few of the Management Styles: Autocratic Management style: This form of Management style permits the Businesses to sustain a blue print if we require and how the company functions. This is due to the base of an Autocratic type of Management comes from concept of a nation which is govern by the dictator or the king. This type of management style permits the individual to make the final decisions regarding the business without the staff having any input but usually base the decision with staff in mind and what they assume is best for them (Batten, 2008). Democratic Management: The Democratic style of management is the style...
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...Career Development Plan Summary HRM/531 October 9, 2010 Patricia Neu Introduction To improve the development of Kudler Fine Foods it is important to implement a business strategy to increase loyalty and profitability from our customers. Increase Kudler workforce is one way to achieve our objectives. The increase workforce will help Kudler focus on customer programs to expand Kudler store service, better target awareness, frequent shopper programs, increase efficient supply chain, and administration. To execute the new Kudler business strategy it is also important to recruit, train, monitor performance of the new employees, create incentives through market value compensation, and create career development plans that will help implement an overall business strategy. Job Descriptions and Qualifications Executing the business strategy will require the addition of five new positions. These positions will be created within the Kudler administrative organization chart as they will support all three current and any future stores. The new position will report directly to Kathy Kudler. The first new position will be the Director Marketing & Services. This new position will have responsibility to manage four new positions, including: catering manager, event manager, information manager, and a promotions coordinator. The Director of Marketing & Service responsibilities are: 1. Growing Kudler revenue through catering, cooking classes and wine appreciation...
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...Career Development Plan Summary Nicholas P. Szydlek Jr. University of Phoenix HRM 531 August 31, 2010 Amona Blackwell Career Development Plan Summary InterClean and EnviroTech are in a unique position to become industry leaders in the cleaning and health care cleaning industry. The merger of these two leaders provides for the opportunity to offer new solutions based services to its current and future clients. For this merger to be successful and generate the most benefit for the company, the human resources department (HR) has been tasked with creating a new career development plan. This plan is multi faceted and includes job analysis and selection, employee training, performance and career management and employee compensation. As sales and customer service are the customer’s first and continual contacts, HR has focused on this newly merged department to be both test subjects and provide feedback. Job Analysis, Job Description and Specification Combining two individual companies into one industry powerhouse has created the need to evaluate the jobs performed by employees of both companies and develop new job descriptions that will maximize success. This evaluation process is known as job analysis. Anthony, et al. (2002) and Dessler (2003), as quoted by Safdar, Waheed and Rafiq (2010) states “With increasing recognition of the HR-performance linkage, it has been suggested that organizations that actively pursue job analysis as a Human Resources Planning (HRP) strategy...
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...HR Plan-06s Career Planning I. Meaning & Elements of Career II. Career Planning: Meaning and Nature III. Career Planning Benefits IV. HR Department Assistance for Career Planning V. Different Stages of Career Development Process Or, Cycles of Career Development Process VI. Career Development I. Career: Meaning & Elements Definition of Career Career is a sequence of attitudes and behaviors associated with the series of job and work-related activities over a person's lifetime. Yet in another way, it may be defined as a succession of related jobs, arranged in hierarchical order, through which a person moves in an organization. As the literal definition of career focuses on an individually perceived sequence, to be more accurate, career may be either individual centered or organization-centered. Therefore, career is often defined separately as external career and internal career. External career refers to the objective categories used by society and organizations to describe the progression of steps through a given occupation, while internal career refers to the set of steps or stages which make up the individual's own concept of career progression within an occupation. For such two different approaches, in organizational context, career can be identified as an integrated pace of vertical and lateral movement in an occupation of an individual over his employment span. Important Elements of Career Analyzing the definitional context, it...
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...will be addressing the advantages of implementing an employee performance evaluation program and look at the advantages to the company from its use. We will also be talking about succession planning which aligns itself neatly with the evaluation program. Often Employee evaluations are seen as something burdensome by managers and useless or unfair by the direct reports who have been evaluated. Today we will address some of these concerns and look specifically at: benefits of employee evaluations, pre-appraisal activities/benefits, proper delivery of appraisal results, using evaluations to build value for the company, follow up process and furthering employees’ career goals, what models are being used, and team performance vs. individual performance. The latter portion of today’s presentation will be about the career succession planning process, and like the evaluation system, how this helps both the employee and the company. Slide 2: What are the positive results from a well prepared and well delivered appraisal? If anyone has had the occasion to be evaluated by a supervisor in the work place I would ask you to dwell for a moment on how the message was delivered. All too often in my personal experience I was left wanting after the evaluation process was finished. I have also been asked to write my own appraisals of my performance because my manager was too busy or uninterested in providing feedback of my performance. This can be extremely frustrating and lead to employee disenchantment...
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