...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
...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
...Career Development Plan Part III Career Management Plan & Performance Appraisal Form HRM/531 December 7, 2010 Career Development Plan Part III—Performance and Career Management INTERCLEAN, INC NEW EMPLOYEE WELCOME PACKET PROPOSAL TO MANAGEMENT AND HR Welcome to the InterClean, Inc. Sales Team! This packet will cover several items to ensure your success with the company. In the last year InterClean, Inc. acquired EnviroTech, Inc. With this acquisition, InterClean, Inc. has taken a giant step in achieving domestic market dominance in the sanitation industry. The Leadership Team consists of: David Spencer, President and CEO Sally Lindley, CEO of EnviroTech, Inc. Division Janet Durham, Vice President of Human Resources Tom Jennings, Vice President of Marketing Sam Waters, Chief of Compliance InterClean, Inc. is committed to providing employees with every opportunity for a successful career and continued development. Communication is at the core of career success and development. Communication begins at the New Sales Employee Orientation. Orientation items: • Background and history of InterClean, Inc. • Open Door Communication Commitment – feedback to the Team and from the Team is essential. • Successful Sales Technics - Examples modeled from sales team. Presentations have developed by current sales team. • Pairing with tenured sales team member for 90 day mentorship...
Words: 1150 - Pages: 5
...Career Development Plan Part III- Performance and Career management Tina Young HRM 531 Anne Selcer, Ph.d., SPHR University of Phoenix October 25, 2010 There are new changes implemented and designed to achieve the maximum results to meet the objectives and goals of the organization. During the newest stages of the merger, we explained how a managers behavior could affect productivity and how management action has to align with employment laws and we described the best practices for working in a diverse environment. In the second phase we implemented a job analysis, which included new duties and specifications pertinent to the new sales department. This included creating a workforce planning system. This reviews the hard and soft skills of employees, and identified the needs and positions required to fulfill the organizations needs. During the third phase of the development plan for the new sales team, we came up with training and mentoring program that met the objectives of Interclean and Envirtech. This included a specific time frame of when everything would be accomplished. We also concluded that the best use of monitoring each individual’s progress was through observations and peer reviews. We also decided that we would give feedback to the employee in a timely manner so that each team member will be able to improve his or her performance. We are at the fourth phase of the career development plan; this plan will clarify how feedback is given to each...
Words: 980 - Pages: 4
...Running Head: Career Development Plan Part III Career Development Plan Part III Curtis Haroldson HRM/531 University of Phoenix February 6th 2011 Dr. Pat FitzGerald Feedback: Important to the evaluation of an employee is the preparation for effective feedback and should include notes or specific details important to the review. If there are complaints to discus, issues about behavior, or performance, schedule enough time to review each subject thoroughly. As this is taking place the employee has enough time to prepare and be comfortable with the meeting. The next important factor in the feedback process is to ask the employee for an interview. Asking shows respect and gives an opportunity for the employee to consider if he or she wants to listen. If the employee decides not to listen another approach must be taken to ensure that the task is completed. Although many managers find the process of feedback distasteful, it is the responsibility...
Words: 1614 - Pages: 7
...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 ------------------------------------------------- ...
Words: 7467 - Pages: 30
...Career Development Plan Part III Learning Team A HRM 531: Human Capital Management Instructor Name University of Phoenix Date Career Development Plan Part III A career management plan is crucial to make sure that a company knows where the employees need the most help and training. The employees who have been chosen to help InterClean reach its new goals and objectives are Jim Martin, Tom Gonzalez, Donna Wilson, Susan Burnt, Eric Borden, Ving Hsu, and Terry Garcia. The development of these employees is going to be important so that they can continue not only their training and education, but also to help their co workers develop their skills and help the company grow into the new markets. Knowing how to provide feedback to individuals and how to advise them how to grow is going to be the deciding factor on how the management plan is going to work. Understanding each individual of the team and letting them grow and ask questions to better themselves will be crucial for them to understand the full extend of the management plan. Individual and team appraisals will be reviewed and looked at to help in evaluating the needs of the individual employees and how to motivate and reward them accordingly. InterClean will also review what they need to do in order to help a dual parent working family to meet the needs of the company as well as their own families. InterClean will also review how they can minimize social loafing that can exist in a company that...
Words: 2640 - Pages: 11
...Strategic Plan for Employees October 9, 2010 Table of Contents I. Introduction II. Analysis Information III. Workforce Planning System IV. Selection Method V. Employee Profiles I. Introduction InterClean is merging into the solutions-based selling market. In order to be successful, new positions have become available. With the new positions, employees will have the opportunity to advance within the company and also offer employment opportunities for external applicants. Each employee has to be experienced and know cleanliness and safety. In order to fulfill the new positions, a total of 10 employees will be hired. The employees include: Director of Sales, Assistant Director of Sales, Sales Coordinator, Sales Manager, three Inside Sales Reps, and three Outside Sales Reps. II. Job Analysis Job analysis “describes the process of obtaining information about jobs” (Cascio, 2006, p 158). It includes the job description for each position in detail and includes the skills they must possess for the position. The analysis is so important because it outlines the requirements so the best person is hired. If the employees are not fit for the position, then this will cause the compnay to lose money due to training expenses and losing wages for being short in labor. Director of Sales “Responsible for the overall coordination, the functional management, and leadership of all the sales activities of the...
Words: 1377 - Pages: 6
...contributors Preface Authors’ acknowledgements Tour of the book HRM as I see it: video and text feature Publisher’s acknowledgements Key topics grid xviii xx xxi xxii xxv xxxiii xxxiv xxxvi xxxviii xl 1 2 2 2 3 3 3 4 5 6 8 9 9 13 16 17 18 18 20 22 22 24 25 27 30 I the arena of contemporary human resource management 1 the nature of contemporary HRM John Bratton Outline Objectives Introduction The development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical perspectives on HRM HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role The Fombrun, Tichy and Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic HRM John Bratton Outline Objectives Introduction Strategic management...
Words: 37021 - Pages: 149
...IBIMA Publishing Journal of Human Resources Management Research http://www.ibimapublishing.com/journals/JHRMR/jhrmr.html Vol. 2011 (2011), Article ID 598896, 20 pages DOI: 10.5171/2011.598896 The Adoption of Strategic Human Resource Management Practices in Commercial Banks: The Process and Challenges in Kenya George O. Omondi1, Peterson Obara Magutu2, Cliff Ouko Onsongo3 and Linda A. Abong’o4 1 Department of Business Administration, School of Business, University of Nairobi, Nairobi - Kenya 2 Department of Management Science, University of Nairobi, Nairobi - Kenya 3 School of Business, Jomo Kenyatta University of Science and Technology, Nairobi - Kenya 4 Central Bank of Kenya, Nairobi - Kenya ______________________________________________________________________________________________________________ Abstract Developing an effective human resource system that is compatible with organizational strategy is critical for the functioning and success of an organization in the competitive business arena. The main objectives of the study were to establish the extent of adoption of strategic human resource management practices among commercial banks in Kenya; and to determine the factors that influence adoption of strategic human resource management practices by commercial banks in Kenya. The research questions were systematically generated from the objectives. In the data analysis, descriptive statistics and factor analysis were used to help draw comparisons and...
Words: 8775 - Pages: 36
...IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE IN NIGERIA: AN EMPIRICAL STUDY OF ECOBANK NIGERIA PLC IN THE LAST FIVE YEARS IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE IN NIGERIA: AN EMPIRICAL STUDY OF ECOBANK NIGERIA PLC IN THE LAST FIVE YEARS FADIORA RICHARD GBOLAHAN MBA HUMAN RESOURCES MANAGEMENT DISSERTATION DEPARTMENT OF MANAGEMENT SCIENCES NATIONAL OPEN UNIVERSITY OF NIGERIA LAGOS NIGERIA E-mail: ricardopsych@yahoo.com Tel: +2348065538913 Abstract This research study examines the impact of human resource management practices on organizational performance in Nigeria focusing on Ecobank Nigeria Plc in the last five years. A total of 50 samples were drawn from the bank population at its corporate head office in Lagos. Out of the 50 self-reported questionnaires administered in this research, 35 were returned upon which the data analyses were based. The primary data collected through questionnaire responses in this research were analyzed using Chi-square statistical techniques. Secondary data were consulted by reviewing Ecobank’s Annual Reports and Financial Statements. Selected HR Metrics such as Revenue Factor, Human Capital Value Added (HCVA), and Human Capital Return on Investment (HCROI) were used to analyze the secondary data respectively. The findings of this research have shown that Ecobank Nigeria Plc has a well-articulated human resource management policies and practices...
Words: 10098 - Pages: 41
...Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell 15 May 2009 K Lovell: SHRM in Australia Page i Acknowledgements This study had its origins in my curiosity about the divergence...
Words: 108427 - Pages: 434
...Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell 15 May 2009 K Lovell: SHRM in Australia Page i Acknowledgements This study had its origins in my curiosity about the divergence...
Words: 108427 - Pages: 434
...ork2012 - 2013 Catalog A Message from the President “Sullivan University is truly a unique and student success focused institution.” I have shared that statement with numerous groups and it simply summarizes my basic philosophy of what Sullivan is all about. When I say that Sullivan is “student success focused,” I feel as President that I owe a definition of this statement to all who are considering Sullivan University. First, Sullivan is unique among institutions of higher education with its innovative, career-first curriculum. You can earn a career diploma or certificate in a year or less and then accept employment while still being able to complete your associate, bachelor’s, master’s or doctoral degree by attending during the day, evenings, weekends, or online. Business and industry do not expand or hire new employees only in May or June each year. Yet most institutions of higher education operate on a nine-month school year with almost everyone graduating in May. We remained focused on your success and education, and continue to offer our students the opportunity to begin classes or to graduate four times a year with our flexible, year-round full-time schedule of classes. If you really want to attend a school where your needs (your real needs) come first, consider Sullivan University. I believe we can help you exceed your expectations. Since words cannot fully describe the atmosphere at Sullivan University, please accept my personal invitation to visit and experience...
Words: 103133 - Pages: 413
