...Week Six Reflection Week six dealt with how an organization’s diversity impacts human capital management. This is not a new subject for me. Working for a global corporation requires working with a very diverse group of people. Valerie didn’t struggle with any of the concepts, but some of the topics made me think about how to create a better environment for my employees. My district has about 130 employees. Each of the nine branches has diversity within each group. Our employees attend many different training classes with other people around the country and around the world, so we are accustomed to learning about cultural differences as well as personality differences. Handling conflict is sometimes challenging, so we have to adjust how we handle conflict accordingly. Tram felt comfortable with this week’s topic about diversity. There was no topic that Tram was not comfortable with. An organization’s diversity impacts human capital management by the integrating people of different backgrounds, beliefs and values. We have a diversified group of employees at our organizations. We are from different backgrounds, not just from educational backgrounds but also geographical settings and beliefs. There are people who have been working at the organization for 25-plus years and others like me who have been working for two to three years or just newly hired. Tram learned from the older workers about how to get a good pace/routine to finish the work on time. It helped me a lot because...
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...be given to employees who reached company establish sales goal. The base salary will range from $38,000 to $50,000 depending on the talent and expertise of the individuals. This range of base salary seems in alignment with the competitor in the same market industry. The bonuses or commissions will be given to those who exceed their monthly sales goal. Specifically, the bonus will be 5% of the individual sales’ earned for the month and the payout will be given two weeks after the sale. This will account for the cancel/void sale, which will not be qualified for bonus, within the allowed two-week cancellation policy. In addition to the financial compensation plan, there will also need to balance the benefit/perks (non-financial) given to employee to attract higher caliber employee as well as entice loyalty of the current employee. This will include one week paid vacation for the first year of employment (new employees are eligible after employed for 90 days). Then, two weeks for two years of employment and three weeks for employee employed for more than three years. We need to provide maximum of three days of paid sick days after their 90-day probation period....
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...HRM531 Chapter Presentation prepares 1) Ch3 is talk about equal employment opportunity, it tell us how to use law to protect woman, disable person and other protected category’s legal job right, such as equal employment, and equal pay. This chapter is also introducing what’s sexual harassment, and what we can do, when sexual harassment happened. 2) Equal Employment Opportunity (EEO) * All individuals should have equal treatment in all employment-related actions. Discrimination * “Recognizing differences among items or people.” Protected Category * A group identified for protection under EEO laws and regulations. •Race, color • gender • Age •Disability • Religion • Sexual orientation 3) Illegal employment discrimination: Protect category: Disparate treatment: Occurs when members of group are treated differently from others. * Occurs in employment-related situations when either: * Different standards are used to judge different individuals, or the same standard is used, but it is not related to the individuals’ jobs. Disparate impact: occurs when members of a protected category are substantially underrepresented as a result of employment decision work to their disadvantage. 4) EEO Concepts: Business necessity is a practice necessary for safe and efficient organizational operations. Job relatedness is employers are expected to use job- related employment practice BFOQs is characteristic providing a legitimate...
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...Performance Management Plan Damon E. Furbush, Sr. University of Phoenix HRM/531 Mr. William Wood 29 January 2014 Introduction A performance management plan is a system where the leaders in the firm has to set a standard of professionalism and making sure that the employee are trained, maintain fairness and equality and making sure the mission have been completed. According to the United States Army Performance Management Plan, the Army Performance Management Plan is a system that create an integrative pay, performance, and awards systems that improve the organizational and an individual effectiveness to accomplishment of Army goals and mission. The United States Army Management Performance Plan of and is made up of the Performance Program and the Awards programs and the within-grade increase plan. (U.S. Army TAPES Performance, 2013). Alignment of the performance management framework to the organizational business strategy. In the alignment of the employee performance management framework within the Organizational business strategy, employers need to use right tools to succeed in the strategy of the aligning performance management. The performance management solutions of today, provide a set...
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...Akinlua Oludolapo Morayo University of Phoenix 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. ...
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...new sales personnel that will be required to develop a full range of service packages that will be tailored to individual accounts. New sales personnel are going to be trained to interact with healthcare professionals, facility managers and operation managers of the perspective clients. This new sales initiative will be put into place within the next 90 to 180 days when InterClean, Inc. will begin a new marketing scheme. Analysis Methods In order to choose the right candidates for the positions that InterClean, Inc. is in need of there must be, in place, a number of methods in order to analyze the potential hires. It is suggested that the methods used be that of strict interview process whereas the persons being interviewed go through a 4 step process of interviewing with the first being the new department head, then on to the head of operation, the Vice-President of sales and finally based on recommendation to the human resource department to make offers and finalize any employment requirements. (Cascio, 2005). During the interview process the potential new hires will be required to complete a checklist of standardized questions relevant to the job description. This checklist is to be provided by the new department supervisor and will include questions directed at past job performances and how they met the goals set for them by their previous employers. A pre-employment questionnaire will be provided to the potential new hires...
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...Development of training and mentoring programs xxxxxxxxxx HRM531 , 2010 Development of training and mentoring programs To accomplish InterClean’s vision of becoming a worldwide leader in the industrial and institutional sanitation industry and maintain this position, InterClean must develop effective training and mentoring programs to prepare its staff to meet these challenges. To achieve these goals, we focused the training program on closing employee skill-set gap (Attachment 1) needed to fulfill their current roles. Although related to training, the objective of the mentoring program is further develop employees in their current roles but, more important, to prepare them to advance in the company and ensure business stability. Training Program: With the implementation of solutions-based selling, our staff must view our customers as clients rather than sales opportunities, thoroughly understand our client’s sanitation needs, how to engineer solutions based on those needs, and maintain client relationships through follow-up communications. In addition to industry training, we must have an effective ancillary training program to include company orientation and covering topics such as business ethics and workplace violence. For industry training, we used the following model to establish InterClean’s training program; we assessed the training needs, determined the best methods for delivery, developed a plan to implement those methods, and established evaluation criteria...
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...Career Development Plan II Training and Mentoring Program HRM531 June 12, 2011 Career Development Plan II – Training and Mentoring Program The merger between InterClean and EnviroTech has sparked a new strategic direction. Consequently, the merged companies will be introducing full-service cleaning solutions for organizations in the health care industry. To facilitate the company’s new direction, management has assembled a new sales team and development plan to help the team be successful at implementing the new strategy. The new sales team will be consisting of Jim Martin, Vice President of Sales, Tom Gonzalez, Sales Manager, and Outside Sales Representatives, Susan Burnt, Eric Borden, Ving Hsu, and Terry Garcia. Additionally, the next step is to create a training program for these employees. This training and mentoring program is designed to prepare the new team to carryout the objectives of the company. Furthermore, when creating a successful program, management must first identify the new training and mentoring needs, objectives of the program, performance standards, delivery methods, contents, time frames, evaluation methods, feedback, and alternate avenues for those who require further development. Assessing Needs and Objectives When selecting members for the new team, management focused on specific skill sets that would be significant to the success of the organizations new strategy. Notably, employees from both entities were evaluated and chosen because...
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...InterClean Company Development Plan University of Phoenix-Diamond Bar HRM/531 Human Capital Management September 19, 2010 InterClean looks at two key elements of a job analysis, one it identification of major job requirements (MJR) which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source is the most current, official position description. The second element is identification of knowledge, skills and abilities (KSA) required to accomplish each MJR and the quality level and amount of the KSA’s needed. Most job analysis deal with KSAs that are measurable, that can be documented, and produce meaningful differences between candidates. Typically, possession of KSAs is demonstrated by experience, education, or training. Goals of KSAs is to identify those candidates who are potentially best qualified to perform the position to be filled. (U.S. Department of Interior, 1998) InterClean ------------------------------------------------- ...
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