Performance Management Memo
Merav Nissim
HRM/531
March 12, 2015
James Scholes
Performance Management Plan
Memo
To: Bradley Stonefield- Landslide Limousine
From: Merav Nissim
Date: March 17, 2015
Re: Performance management plan
Traci, here is the performance management framework that you asked for, which I recommend to Landslide Limousine.
Alignment of performance management framework
Alignment of performance management is the state in which the total company is working together to accomplish business goals. Achieving alignment encompass a top-to-bottom metamorphosis, in which leadership conveys goals and assumptions and every person has an comprehension of what is probable and what they must do to forward the organization. Prior to retaining a entirely aligned workforce, …show more content…
there are various variations which are essential and need to take place beforehand. First step is to set achievable goals, which is to establish goals so they don 't have to be changed.
Progress of goals should be done on a regular basis and be reviewed to make sure if corrective action is necessary. Committing to regular monitoring, is the next step. This requires that monitoring and discussion of daily achievements should be executed on a regular basis, goals should be significant and if necessary, re calibrated. By committing to regular monitoring, this will motivate employees. The next step that should be followed is, linking learning to performance, which is when workers are capable to increase their skill set and influence private and specialized goals. This will help workers to greater comprehend business priorities and what skills are essential to attain them The next step is ensuring strong leadership,and being able to sell it to the organization. This step will allow a greater likelihood of developing a plan that …show more content…
agrees with everybody involved. The next step is to integrate with formal learning, which when it is aligned with the objectives of the organization, development, metamorphosis, and productivity can be advanced. The final step is using the right software, which is a key to achieving alignment and is necessary to support a high-performance workplace Friefield, 2013).
Organizational performance philosophy
Organizational performance philosophy is what and how does the company plan on measuring and managing performance. A organizations performance philosophy focuses on what the organization needs to achieve going forward and how the work must get done, which occurs by knowing what the organizations purpose is. A organizational performance philosophy is the organizations belief about how people should be managed to achieve the performance that the organization needs to achieve. In order to maximize performance, one must have the ability to define, facilitate, and encourage performance. Therefore managers must know what performance is and what is expected of employees in order to effectively perform tasks related to job requirements. Managers should pay close attention to the key elements of performance which includes goals, measures, and assessments Cascio, 2013). Organizational performance involves the habitual happenings to bring about organizational goals, observe development toward the goals, and make adjustments to attain those goals more successfully and skillfully. Coaching is a technique of increasing correspondence among you and the worker. It assists to outline performance and intensify the probability that the workers outcome will meet your expectations. Coaching sessions make available to you and the worker the chance to review advancement in the direction of meeting jointly-established principles and goals. A coaching session focuses on one or two conditions of performance, instead of the whole review that takes place in a performance assessments. Successful coaching can reinforce communication among you and the worker, assist the worker to reach performance objectives, escalate worker inspiration plus commitment, uphold and expand the workers self-esteem and grant support. There are also key fundamentals of coaching. The first one is coach when you want to emphasize attention on any particular aspect of the workers performance. The next one is watch the workers work and petition feedback from others. The next one is when performance is successful, take the time to comprehend why. The next one is to advise the worker beforehand on issues to be discussed. The final one is discuss alternative solutions.
Job analysis
Job analysis is the process used to gather information about the duties, responsibilities, essential skills, results, and work environment of a certain job Heathfield, 2015). Job analysis 妬ncludes tracking an employee 's duties and the continuation of each task, watching the employee performing his or her job, interviewing the worker, managers and others who interact with the worker, and comparing the job to other jobs in the same department and job grade or job familyShrm.org, 2012). There are methods in the job analysis process used to collect information, and they are as follows. The first method are interviews which are used to collect job analysis data. The next method are questionnaires which can describe the job-related duties and responsibilities. The next method is observation, which can occur when the worker is on the job during a complete work cycle. The next method are participant diary/logs. This is a log of what the employee does during the day. Job analysis helps small business owners outline the positions they 're hiring for, giving them insight into the types of tasks an employee might perform and helping them decide what type of employee might be best at performing the given tasks. As a result, when employees are hired, employers can immediately communicate to them what 's expected of them. This causes less less confusion for employees and positions them for success in their roles. A thorough job analysis can affect how productive a small business and its employees are. Job analysis can affect productivity in the following ways. Identify priorities is the first example. 釘eyond understanding the goals and expectations of a position, employees need to understand which parts of their job are most important to the success of the companyBrookins, 2015). Recognize necessary resources is the another example. Employees need training, supplies and equipment to thrive in their positions. Through job analysis can predict in advance, what types of training and supplies a new employee needs. Job analysis reveals the core knowledge, skills, abilities, experience and education a candidate needs for the position a company is filling. By revealing this information, companies can create a clear outline of their ideal candidate for the position. Target ideal candidates is the next example. Since performing a job analysis gives employers a clear pictures of the types of candidates they need to recruit for a position, human r4esource managers can readily identify where to promote job openings. Targeted recruiting saves companies time and money increases their chances of finding qualified candidates Brookins, 2015).
Method for measuring employee 's skills
At Landslide Limousine it is important to evaluate an employee 's skill set to determine if they have certain skills in order to have a successful business. There are several methods used for measuring employee 's skills. The first method is management by objective (MBO 's). MBO 's begin with identifying employee goals and from there the employee and their manager lists the resources necessary to achieve these goals. MBO 's consists of timelines for achieving each goal. MBO 's are done periodically among the worker and their boss, to talk over the workers progress and to reset goals which the employee needs additional time or resources. MBO 's are used to measure how many of the employee 's goals they have accomplished within a certain time frame Mayhew, 2015). Performance appraisals is another method to evaluate an employee痴 skill set. Performance appraisals is 殿 process and a method of setting goals, weighing and enhancing personalized and organizational performance Mayhew, 2015).. Performance appraisals process has several characteristics. The first one is a connection to organizational and departmental missions and goals. Clearly defined expectations of performance is another characteristic. Finally focusing on performance as well as professional development is another characteristic Evaluationforms.org, 2014). Feedback is another method to evaluate an employees skill set. 360 degree feedback is a 都ystem or process in which employees receive confidential, anonymous feedback from the people who work around themCustominsight.com, 2015).. This usually includes the employees manager, peers, and direct reports. Managers and leaders within organizations use 360 feedback surveys to 堵et a better understanding of their strengths and weaknessesCustominsight.com, 2015).. 360 feedback 杜easures behaviors and competencies and provide feedback on how others perceive an employee. 360 feedback addresses such skills as listening, planning, and goal setting and focuses on subjective areas such as teamwork, character, and leadership effectivenessCustominsight.com, 2015).
Addressing skill gaps
A skills gap is defines as 殿 significant gap between an organization 's skill needs and the current capabilities of its workforce. Its one point at which the organization can no longer grow or remain competitive because they don 't have the right skills to help drive business results and support the organizations strategies and goalsMerrell, 2015). Addressing skills gaps should be done in advance. Addressing and identifying skills gaps are done in several steps required for each role. Evaluate ongoing skills levels and determine any gaps is the next step. The third step is to 電ecide on the next appropriate means of addressing skills gapsHrzone.com, 2015).. Ensuring your making the most desireable use of the employees time to prevent negative impact. Finally, 途eassess team members to make certain the skills gap is closed 滴rzone.com, 2015).There are methods of getting Landslide Limousine back onto the path of recovery and development. First is to see where your employees are at, when it deals with how well they perform. This can be done by skills testing, which can provide a good benchmark, so one can see where the workers are before you get started. Benchmarking will allow Landslide Limousine to see which workers are able to learn instantly. Investing in training and development is a way to address skill gaps. Continuous training is necessary to support your initiatives. Conducting performance evaluations is a way to address skill gaps. It helps one identify the gaps between current workers competencies and the desired state you want. Implementing a plan helps to implement solutions and ensure that human and financial resources are in place to make Landslide Limousine reach its goals. Implementing a plan also ensures that job roles and responsibilities are adequately understood by everyone involved and steps are taken to continuously improve effectiveness of initiatives Duggan, 2015).
Delivering effective performance feedback
Landslide Limousines is responsible to communicate to their employees how their performance rates to others, this is done by delivering effective performance feedback. In order to deliver effective performance feedback it is imperative to have a understanding of what that means. The definition of the performance feedback process is a process that is ongoing, which occurs between managers and employee 's. 典he exchange of information involves both performance expected and performance exhibitedGriffin, 2015). Constructive feedback can commend great performance or accurate poor performance and must always be tied to the performance principles. Obtaining the facts, followed by face-to-face dialogue can provide direction to help decipher performance problems. Effective performance feedback shouldn 't occur after a problem occurs, it should be done previously. Performance feedback should be done in confidentiality. Timing is also essential for delivering effective performance feedback, it should be done during the day-to-day business operation. Successful feedback should be done in a definite way, it ought to be particular instead of broad. Feedback should be geared to help and not to hart. Successful feedback should be limited to what your employer can pay attention to and process. Following up on the effects of your feedback can help see what changes have been made Griffin, 2015). Delivering effective undeniable feedback is when you want to strengthen or emphasize a specific action or result, which is done by a process. The first step is to identify the specific behavior. The next step in the process is to describe the behaviors positive impact. The third step is to look for ways to build on the behavior. Highlight the future and how you can assist the worker to reproduce optimistic results achieved already. The next and final step in the process is to inspire the worker to disclose his or her opinions. Delivering productive feedback is done by a process also. Identify the particular result or action that needs to be altered. The next step in the process is to stay away from attributing incentive to behavior, concentrate on the issue, not the person. Describe the undesirable significance of the result or the behavior is the next step in the process. The third step is to ask the worker what they think is responsible for the problem. Ask the worker what they think may work to further the situation, assess answers and arrive at agreement on top of the best approach is the next step. Finally, be in agreement upon next steps, which include a timeline for response and look in to Newyorkuniversity, 2013).
Conclusion
Developing a performance management framework for Landslide Limousine one needs to address several topics, which I believe have been achieved. Alignment of performance management is the state in which the total company is working together to accomplish business goals. Organizational performance philosophy is what and how does the company plan on measuring and managing performance. Job analysis is the process used to gather information about the duties, responsibilities, essential skills, results, and work environment of a certain job Heathfield, 2015). A skills gap is defines as 殿 significant gap between an organization 's skill needs and the current capabilities of its workforce. Delivering effective performance feedback is needed, to communicate to the employees of Landslide Limousine , how their performance rates to others. Hopefully these recommendations will be put to good use.
References
Brookins, M. (2015). Examples of How a Job Analysis Can Affect Productivity. Retrieved from http://smallbusiness.chron.com/examples-job-analysis-can-affect-productivity-11958.html
Duggan, T. (2015). How to Design a Workforce Plan to Address Skill Gaps. Retrieved from http://smallbusiness.chron.com/design-workforce-plan-address-skill-gaps-71092.html
Griffin, D. (2015). What is Performance Feedback?. Retrieved from http://smallbusiness.chron.com/performance-feedback-1882.html
Heathfield, S.
M. (2015). Job Analysis. Want to Know about Job Analysis- and What It Does for You. Retrieved from http://humanresources.about.com/od/jobdescriptions/g/job_analysis.htm
http://www.prenhall.com/desslertour/chapter3.pdf
Job Analysis: How do I conduct a job analysis to ensure the job description actually matches the duties performed by the employee in the job? . (2012). Retrieved from http://www.shrm.org/templatestools/hrqa/pages/conductjobanalysis.aspx
Job Analysis. (2013). Retrieved from http://dlc.erieri.com/index.cfm?fuseaction=textbook.chpt10
Mayhew, R. (2015). The Three Types of Methods Used to Measure Performance. Retrieved from http://smallbusiness.chron.com/three-types-methods-used-measure-performance-23612.html
Miller- Merrel, J. (2015). 5 Steps for Identifying an Organizational Skills Gap. Retrieved from http://blog.eskill.com/identify-organizational-skills-gap/
McNamara MBA PhD, C. (n.d.). Organizational Performance Management- Evaluating and Improving Organizations. Retrieved from http://managementhelp.org/organizationalperformance/index.htm
Performance Appraisal. (2014). Retrieved from
http://www.evaluationforms.org/performance-appraisal/
What is 360 Degree Feedback. (2015). Retrieved from http://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp
HRM/531
March 12, 2015
James Scholes
Performance Management Plan
Memo
To: Bradley Stonefield- Landslide Limousine
From: Merav Nissim
Date: March 17, 2015
Re: Performance management plan
Traci, here is the performance management framework that you asked for, which I recommend to Landslide Limousine.
Alignment of performance management framework
Alignment of performance management is the state in which the total company is working together to accomplish business goals. Achieving alignment encompass a top-to-bottom metamorphosis, in which leadership conveys goals and assumptions and every person has an comprehension of what is probable and what they must do to forward the organization. Prior to retaining a entirely aligned workforce, …show more content…
there are various variations which are essential and need to take place beforehand. First step is to set achievable goals, which is to establish goals so they don 't have to be changed.
Progress of goals should be done on a regular basis and be reviewed to make sure if corrective action is necessary. Committing to regular monitoring, is the next step. This requires that monitoring and discussion of daily achievements should be executed on a regular basis, goals should be significant and if necessary, re calibrated. By committing to regular monitoring, this will motivate employees. The next step that should be followed is, linking learning to performance, which is when workers are capable to increase their skill set and influence private and specialized goals. This will help workers to greater comprehend business priorities and what skills are essential to attain them The next step is ensuring strong leadership,and being able to sell it to the organization. This step will allow a greater likelihood of developing a plan that …show more content…
agrees with everybody involved. The next step is to integrate with formal learning, which when it is aligned with the objectives of the organization, development, metamorphosis, and productivity can be advanced. The final step is using the right software, which is a key to achieving alignment and is necessary to support a high-performance workplace Friefield, 2013).
Organizational performance philosophy
Organizational performance philosophy is what and how does the company plan on measuring and managing performance. A organizations performance philosophy focuses on what the organization needs to achieve going forward and how the work must get done, which occurs by knowing what the organizations purpose is. A organizational performance philosophy is the organizations belief about how people should be managed to achieve the performance that the organization needs to achieve. In order to maximize performance, one must have the ability to define, facilitate, and encourage performance. Therefore managers must know what performance is and what is expected of employees in order to effectively perform tasks related to job requirements. Managers should pay close attention to the key elements of performance which includes goals, measures, and assessments Cascio, 2013). Organizational performance involves the habitual happenings to bring about organizational goals, observe development toward the goals, and make adjustments to attain those goals more successfully and skillfully. Coaching is a technique of increasing correspondence among you and the worker. It assists to outline performance and intensify the probability that the workers outcome will meet your expectations. Coaching sessions make available to you and the worker the chance to review advancement in the direction of meeting jointly-established principles and goals. A coaching session focuses on one or two conditions of performance, instead of the whole review that takes place in a performance assessments. Successful coaching can reinforce communication among you and the worker, assist the worker to reach performance objectives, escalate worker inspiration plus commitment, uphold and expand the workers self-esteem and grant support. There are also key fundamentals of coaching. The first one is coach when you want to emphasize attention on any particular aspect of the workers performance. The next one is watch the workers work and petition feedback from others. The next one is when performance is successful, take the time to comprehend why. The next one is to advise the worker beforehand on issues to be discussed. The final one is discuss alternative solutions.
Job analysis
Job analysis is the process used to gather information about the duties, responsibilities, essential skills, results, and work environment of a certain job Heathfield, 2015). Job analysis 妬ncludes tracking an employee 's duties and the continuation of each task, watching the employee performing his or her job, interviewing the worker, managers and others who interact with the worker, and comparing the job to other jobs in the same department and job grade or job familyShrm.org, 2012). There are methods in the job analysis process used to collect information, and they are as follows. The first method are interviews which are used to collect job analysis data. The next method are questionnaires which can describe the job-related duties and responsibilities. The next method is observation, which can occur when the worker is on the job during a complete work cycle. The next method are participant diary/logs. This is a log of what the employee does during the day. Job analysis helps small business owners outline the positions they 're hiring for, giving them insight into the types of tasks an employee might perform and helping them decide what type of employee might be best at performing the given tasks. As a result, when employees are hired, employers can immediately communicate to them what 's expected of them. This causes less less confusion for employees and positions them for success in their roles. A thorough job analysis can affect how productive a small business and its employees are. Job analysis can affect productivity in the following ways. Identify priorities is the first example. 釘eyond understanding the goals and expectations of a position, employees need to understand which parts of their job are most important to the success of the companyBrookins, 2015). Recognize necessary resources is the another example. Employees need training, supplies and equipment to thrive in their positions. Through job analysis can predict in advance, what types of training and supplies a new employee needs. Job analysis reveals the core knowledge, skills, abilities, experience and education a candidate needs for the position a company is filling. By revealing this information, companies can create a clear outline of their ideal candidate for the position. Target ideal candidates is the next example. Since performing a job analysis gives employers a clear pictures of the types of candidates they need to recruit for a position, human r4esource managers can readily identify where to promote job openings. Targeted recruiting saves companies time and money increases their chances of finding qualified candidates Brookins, 2015).
Method for measuring employee 's skills
At Landslide Limousine it is important to evaluate an employee 's skill set to determine if they have certain skills in order to have a successful business. There are several methods used for measuring employee 's skills. The first method is management by objective (MBO 's). MBO 's begin with identifying employee goals and from there the employee and their manager lists the resources necessary to achieve these goals. MBO 's consists of timelines for achieving each goal. MBO 's are done periodically among the worker and their boss, to talk over the workers progress and to reset goals which the employee needs additional time or resources. MBO 's are used to measure how many of the employee 's goals they have accomplished within a certain time frame Mayhew, 2015). Performance appraisals is another method to evaluate an employee痴 skill set. Performance appraisals is 殿 process and a method of setting goals, weighing and enhancing personalized and organizational performance Mayhew, 2015).. Performance appraisals process has several characteristics. The first one is a connection to organizational and departmental missions and goals. Clearly defined expectations of performance is another characteristic. Finally focusing on performance as well as professional development is another characteristic Evaluationforms.org, 2014). Feedback is another method to evaluate an employees skill set. 360 degree feedback is a 都ystem or process in which employees receive confidential, anonymous feedback from the people who work around themCustominsight.com, 2015).. This usually includes the employees manager, peers, and direct reports. Managers and leaders within organizations use 360 feedback surveys to 堵et a better understanding of their strengths and weaknessesCustominsight.com, 2015).. 360 feedback 杜easures behaviors and competencies and provide feedback on how others perceive an employee. 360 feedback addresses such skills as listening, planning, and goal setting and focuses on subjective areas such as teamwork, character, and leadership effectivenessCustominsight.com, 2015).
Addressing skill gaps
A skills gap is defines as 殿 significant gap between an organization 's skill needs and the current capabilities of its workforce. Its one point at which the organization can no longer grow or remain competitive because they don 't have the right skills to help drive business results and support the organizations strategies and goalsMerrell, 2015). Addressing skills gaps should be done in advance. Addressing and identifying skills gaps are done in several steps required for each role. Evaluate ongoing skills levels and determine any gaps is the next step. The third step is to 電ecide on the next appropriate means of addressing skills gapsHrzone.com, 2015).. Ensuring your making the most desireable use of the employees time to prevent negative impact. Finally, 途eassess team members to make certain the skills gap is closed 滴rzone.com, 2015).There are methods of getting Landslide Limousine back onto the path of recovery and development. First is to see where your employees are at, when it deals with how well they perform. This can be done by skills testing, which can provide a good benchmark, so one can see where the workers are before you get started. Benchmarking will allow Landslide Limousine to see which workers are able to learn instantly. Investing in training and development is a way to address skill gaps. Continuous training is necessary to support your initiatives. Conducting performance evaluations is a way to address skill gaps. It helps one identify the gaps between current workers competencies and the desired state you want. Implementing a plan helps to implement solutions and ensure that human and financial resources are in place to make Landslide Limousine reach its goals. Implementing a plan also ensures that job roles and responsibilities are adequately understood by everyone involved and steps are taken to continuously improve effectiveness of initiatives Duggan, 2015).
Delivering effective performance feedback
Landslide Limousines is responsible to communicate to their employees how their performance rates to others, this is done by delivering effective performance feedback. In order to deliver effective performance feedback it is imperative to have a understanding of what that means. The definition of the performance feedback process is a process that is ongoing, which occurs between managers and employee 's. 典he exchange of information involves both performance expected and performance exhibitedGriffin, 2015). Constructive feedback can commend great performance or accurate poor performance and must always be tied to the performance principles. Obtaining the facts, followed by face-to-face dialogue can provide direction to help decipher performance problems. Effective performance feedback shouldn 't occur after a problem occurs, it should be done previously. Performance feedback should be done in confidentiality. Timing is also essential for delivering effective performance feedback, it should be done during the day-to-day business operation. Successful feedback should be done in a definite way, it ought to be particular instead of broad. Feedback should be geared to help and not to hart. Successful feedback should be limited to what your employer can pay attention to and process. Following up on the effects of your feedback can help see what changes have been made Griffin, 2015). Delivering effective undeniable feedback is when you want to strengthen or emphasize a specific action or result, which is done by a process. The first step is to identify the specific behavior. The next step in the process is to describe the behaviors positive impact. The third step is to look for ways to build on the behavior. Highlight the future and how you can assist the worker to reproduce optimistic results achieved already. The next and final step in the process is to inspire the worker to disclose his or her opinions. Delivering productive feedback is done by a process also. Identify the particular result or action that needs to be altered. The next step in the process is to stay away from attributing incentive to behavior, concentrate on the issue, not the person. Describe the undesirable significance of the result or the behavior is the next step in the process. The third step is to ask the worker what they think is responsible for the problem. Ask the worker what they think may work to further the situation, assess answers and arrive at agreement on top of the best approach is the next step. Finally, be in agreement upon next steps, which include a timeline for response and look in to Newyorkuniversity, 2013).
Conclusion
Developing a performance management framework for Landslide Limousine one needs to address several topics, which I believe have been achieved. Alignment of performance management is the state in which the total company is working together to accomplish business goals. Organizational performance philosophy is what and how does the company plan on measuring and managing performance. Job analysis is the process used to gather information about the duties, responsibilities, essential skills, results, and work environment of a certain job Heathfield, 2015). A skills gap is defines as 殿 significant gap between an organization 's skill needs and the current capabilities of its workforce. Delivering effective performance feedback is needed, to communicate to the employees of Landslide Limousine , how their performance rates to others. Hopefully these recommendations will be put to good use.
References
Brookins, M. (2015). Examples of How a Job Analysis Can Affect Productivity. Retrieved from http://smallbusiness.chron.com/examples-job-analysis-can-affect-productivity-11958.html
Duggan, T. (2015). How to Design a Workforce Plan to Address Skill Gaps. Retrieved from http://smallbusiness.chron.com/design-workforce-plan-address-skill-gaps-71092.html
Griffin, D. (2015). What is Performance Feedback?. Retrieved from http://smallbusiness.chron.com/performance-feedback-1882.html
Heathfield, S.
M. (2015). Job Analysis. Want to Know about Job Analysis- and What It Does for You. Retrieved from http://humanresources.about.com/od/jobdescriptions/g/job_analysis.htm
http://www.prenhall.com/desslertour/chapter3.pdf
Job Analysis: How do I conduct a job analysis to ensure the job description actually matches the duties performed by the employee in the job? . (2012). Retrieved from http://www.shrm.org/templatestools/hrqa/pages/conductjobanalysis.aspx
Job Analysis. (2013). Retrieved from http://dlc.erieri.com/index.cfm?fuseaction=textbook.chpt10
Mayhew, R. (2015). The Three Types of Methods Used to Measure Performance. Retrieved from http://smallbusiness.chron.com/three-types-methods-used-measure-performance-23612.html
Miller- Merrel, J. (2015). 5 Steps for Identifying an Organizational Skills Gap. Retrieved from http://blog.eskill.com/identify-organizational-skills-gap/
McNamara MBA PhD, C. (n.d.). Organizational Performance Management- Evaluating and Improving Organizations. Retrieved from http://managementhelp.org/organizationalperformance/index.htm
Performance Appraisal. (2014). Retrieved from
http://www.evaluationforms.org/performance-appraisal/
What is 360 Degree Feedback. (2015). Retrieved from http://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp