Landslide Limousine Performance Management Plan

To: Bradley Stonefield
Landslide Limousine Service Austin, Texas
From: & Atwood and Allen Consulting
Date: July 13, 2015

Below as requested is a performance management plan formulated for the future of Landslide Limousine? This a new business comprised of about approximately twenty-five employees opening in Austin, Texas.
Alignment of performance management framework
An organization’s success relies on the standards set forth by the company’s principals and standards. It is the responsibility of the employer to develop topnotch standards and expectations that the employees are aware of and can strive to provide to the customers they serve. Employees should be provided proper training and education to best accomplish their tasks and job
We will develop a skills matrix for each role and hold the employee accountable to those skills. The skills matrix will list all the skills necessary for each role. Those that exceed the skills matrix will be seen as someone who has the skills to train others and will be regarded as a subject matter expert. A manager or supervisor who rank an employee as an exceeds rating will have to validate why they issued this rating and back it up with documentation. This is the highest rating. Those that meet the expectation will be regarded as employees who are where they need to be and could benefit from training for further development. Most of the employees will fall in this category.
Employee skills and measurement
Each position as noted above will need to have specific. * Sales/Marketing- these individuals will need to be knowledgeable f the limousine marketing in the Austin area and be aware of how they can compete. They will need to be knowledgeable regarding the Internet and the ways to advertise to the market they are targeting.
* Customer Service- will need to be knowledgeable of the companies operations various services and packages and scheduling availability. Competent in the ins and outs of the limousine interior and exterior options, and charge for various add ons. Professionalism and first interaction performance will be essential for the progress of company growth.
* Dispatcher-concerns for the welfare
To start I would have each employee complete an individual SWOT analysis. Such an analysis will begin to self-identify any gap and start the employee thinking about how they might help to address each one. In parallel the manager should also complete a similar analysis for each of their employees. Upon completion, the two analyses should be overlaid and combined into a single report. This report will then help to provide a detailed list of skill gaps for each employee.
With the report complete, the manager and work with the employee to craft a personalized road map (Personal Development Plan) to address each opportunity. The roadmap should include measurable milestones towards completion and checkpoint along the way to review progress. Since some of these goals may be directly linked to the company 's strategic vision or Operational objectives, these can easily be listed in the employee 's annual performance review; otherwise they will only be part of the PDP. Regular routine performance appraisals will need to be conducted between employees and management. As a new company there will be levels of change in the beginning and job requirements may need to be modified to suit the needs of the company. Job responsibilities will need to be distributed to the new employees during training and that may initiate feedback in scheduled reviews and adaption’s will need to be made as required.