...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...
Words: 992 - Pages: 4
...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...
Words: 919 - Pages: 4
...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...
Words: 5098 - Pages: 21
...TABLE OF CONTENTS Section Title of section Page QUESTION ONE 1.1 Introduction 3 1.2 Strategic Human Resource Management 3 1.3 Human Resource Practices 4 1.4 Career Development 6 1.4.1 Training 6 1.4.2 Performance Appraisal 6 1.4.3 Mentoring 7 1.5 Organizational Culture 7 1.6 Knowledge as a mediator 8 1.7 Conclusion 9 QUESTION TWO 2.1 Introduction 10 2.2 Training Development Cycle 10 2.3 Types of Training Strategies 11 2.3.1 Job Rotation as a Training Technique 13 2.4 Importance of Training 13 2.5 Conclusion 14 QUESTION THREE 3.1.1 Introduction 15 3.1.2 Career path 15 3.1.3 Career management 17 3.1.4 Benefits of career development 18 3.1.5 Conclusion 19 3.2.1 Introduction 20 3.2.2 Career Planning Activities 20 3.2.3 Career Strategies 21 3.2.4 Career Stages 21 3.3 Conclusion 22 QUESTION FOUR 4.1 Introduction 23 4.2 Performance Management Cycle 24 4.3 360 Degree Feedback 24 4.3.1 The Balance Scorecard 25 4.3.2 The Talent Management Process 26 4.4 Rewards 26 4.5 Importance of Performance Management System at Basil Read 27 4.5.1 Performance Management System at Price Water House Coopers 28 4.6 Conclusion 30 Bibliography 31 Question 1 “Innovation forms the very core of the Basil Read offering.” Discuss how the HR practices at Basil...
Words: 8157 - Pages: 33
...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...
Words: 300 - Pages: 2
... 1 Dec. 2004 Human Resource Management: Career Development Dhruba Kumar Budhathoki* ABSTRACT This paper mainly emphasizes on career development which is gaining much importance in recent times in order to retain skilled, competent and result oriented people in the organization. This paper invites special attention in this area of organizations. PEOPLE ARE THE SOURCES of all productive effort in organizations. Organizational effectiveness depends on the performance of people working in organizations. Better people achieve better results. As a part of human resource management, every organization should acquire and retain skilled, competent, and motivated employees, because the full potential of human resources needs to be achieved for the growth of the organization. For the purpose of retaining skilled employees, management should assist individuals to plan their careers with realistic information about career opportunities that exist within a particular organization. Career planning is a recently developed phenomenon and organizations are nowadays looking HRD in this new angle. The tremendous growth of organizations in recent times due to technological improvements and tough competition in global market necessitates the organizations not only to select the right type of staffs, but also to retain them in the organizations. The dynamic and growth oriented employees should be allowed to grow through career development programs because the high turnover...
Words: 1053 - Pages: 5
...Reasons For Appraisal The main objective of an appraisal system is improving the performance of the employee and thus improving organizational performance - an well designed system can help in achieving both. Actually, information gathered through the performance appraisal exercise are potentially valuable for practically all human resource functional areas; therefore, performance appraisal can be used for Human Resource Planning, Recruitment and Selection, Training and Development, Career Planning and Development, Internal Employee Relations, and Assessment of Employee Potential. Human Resource Planning Human Resource planning is a process where human resource requirements are systematically reviewed to make sure that the number of employees who possess the required skills for the smooth functioning of the organization are available. It includes conduction skills inventories, developing succession plans and acquiring information for further personnel needs. Managers and supervisors decide the employees who are to be promoted, demoted, transferred, laid-off and who would need training. They also assist individuals with career planning and ascertain whether the skills needed in the organization are lacking (www.opm.gov). An appraisal system that is properly constructed profiles the organization’s human resource strengths and weaknesses to support these efforts - data collected over a number of appraisal periods could be used in evaluating if the overall workforce quality...
Words: 1604 - Pages: 7
...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...
Words: 985 - Pages: 4
...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...
Words: 2181 - Pages: 9
...Sprint Performance Management System Douglas Tennyson Excelsior College Abstract Every company needs to have a performance management system in place to build employees into what the company desires from them, to help them retain the best employees and to assist with active communication. Sprint seems to have a performance management system today that is much better than it was previously and this paper will explore the current performance management system and compare it to the old one and also make recommendations as to what Sprint can do to improve their current system. Sprint is a telecommunications company that specializes in mobile devices and mobile service. They currently hold fourth place in the mobile provider market being overtaken by T-mobile in 2015 according to a report on RCwireless.com with Verizon and AT&T maintaining a firm grip at the top of the market share. "The report found that "no major shifts in market share among the major four carriers" between now and 2020" (Kinney, S. (2015). One of Sprint's bigger problems was their employee turnover rate; they were losing employees faster than they were getting new ones. This would be a problem for any company, but especially for a company that is in the cutthroat business of cell phones and service. Trying to grow and take more of the market when you can't keep the trained employees created a problem for Sprint and they knew they needed to address this. "In July 2002, Towers Perrin released a...
Words: 2513 - Pages: 11
...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...
Words: 3436 - Pages: 14
...------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- A Book Review on: ------------------------------------------------- ------------------------------------------------- Human Resource Management: Linking Strategy To Practice ------------------------------------------------- Greg L. Stewart and Kenneth G. Brown ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- In Partial Fulfillment of the Requirements of ------------------------------------------------- BA-HRDM-21- Introduction to Human Resource Management ------------------------------------------------- 10:30 – 12:00 PM – MW - EH106MC - 1st Semester AY 2013-2014 -------------------------------------------------...
Words: 1901 - Pages: 8
...BAM 411 Human Resource Management Unit 3 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-411-human-resource-management-unit-3-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com 1. The process of evaluating an employee’s current and/or past performance relative to his or her performance standards is called ________. • employee selection • recruitment • performance appraisal • organizational development 2. The “S” in the acronym for SMART goals stands for ________. • straightforward • specific • strategic • support 3. Who is the primary person responsible for doing the actual appraising of an employee’sperformance? • the EEO contact person • the company appraiser • the employee’s direct supervisor • None of the above. 4. Because in most organizations there is a hierarchy of goals, employee performance standardsshould ________. • make sense in terms of the broader organizational goals • be standard • be decided by the top executive • All of the above. 5. Besides the supervisor, which of the following is available to managers as an alternative sourceof performance appraisal information? • the employee • rating committees • peers • All of the above. 6. Suppose you have five employees to rate. You make a chart of all possible pairs of employees for each trait being evaluate Then, you indicate...
Words: 4185 - Pages: 17
...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...
Words: 1215 - Pages: 5
...relations skills within their organizational structure, including in the areas of career stages in career management, ethics, motivating performance, leadership, organizational change and culture, as well as valuing global diversity. These have all proved to be vital in paving the path for McDonald’s to achieve its goals, and human relations has been a major factor in doing so. Career management deals with taken responsibility for managing one’s career. Career management is compromised for career planning, career development, getting a job, career stages, and getting raises and promotions. Career planning is the process of setting career objectives and determining how to accomplish them. Career development is the process of gaining skill, experience, and education to achieve career objectives. Career stages refer to the different needs of people as they grow older during the span of their career. Human Relations in Organization by Robert N. Lussier breaks career stages down into different age groups: the 20, 30s, 40s and 50s, and the 60s and 70s. Lussier describes the 20s as the time when one is beginning his/her career where they must develop job skills needed and often work long hard hours to get ahead. The 30s are characterized as the time when managers develop expertise and show their strength as bosses. Lussier describes the 40s and 50s as a time where one either advances to higher management,...
Words: 1421 - Pages: 6
