So that we can ensure accuracy, fairness and that are measurements are quantifiable we will conduct our performance reviews using the following guideline for all employees within our team.
- Scheduled reviews will be conducted twice annually and will be in writing and conveyed face-to-face.
- All team members in the same job category will be measured consistently.
- Clear identification of standards as defined in the job description.
- Objective measurements will we defined as “excellent,” “good,” “fair,” and “unacceptable.” Specific examples will accompany each score.
- The evaluation will provide an opportunity for the supervisor and employee to develop a plan for future growth and development.
- The evaluation will be an interactive process, giving the employee the chance to participate, ask questions, respond and offer suggestions for future career development.
(Smith, 2004, ¶ 5)
Reaching a Higher Level of Performance
The first step in helping employees reach a higher level of performance is making sure that they do not select their own performance criteria. When an employee knows that their review will cover his or her performance, it’s easier to accept criticism in a specific area. This will help us determine how we can help the employee in areas either by providing more/better training, understanding what is expected, coaching and mentoring as well as creating short and long term goals. Most important we realize that employees reach levels of confidence, competence and productivity based on the effectiveness of its management. We aim to provide an environment where we can stretch, learn and share each of our talents so we can all help one another. So that we can all become peak performers we will employ the following three skills to help you succeed (Blanchard, 2007, 1).
- Properly diagnosing the employee’s development level.
- Being flexible in offering the right amount direction and support.
- Partnering with employees to clearly identify what they are responsible for and how we will help them achieve it.
Opportunities for Advancement
With this new merger and the expansion of our markets the growth potential in the sales field is tremendous. With our anticipated growth we will be evaluating to measuring performance of our employees to in order to discover our future leaders. We encourage you to make the most out of our training and development program that we have put together to help you become better equipped and skilled. As InteClean continues to define its organizational structure over the course of this year the opportunity to advance into sales managers based on your overall performance will be considered. To meet the company’s goals and objectives we will ensure that all employees have equal opportunities for advancement by creating Individual Development Plans and Career Development programs. Additionally, we encourage you to use our tuition reimbursement plan available to all employees to increase your skills. InterClean is a firm believer and will always look internally first for promotions, transfers, and other career-enhancing opportunities (Cascio, 2005, p. 203).
Flexible Opportunities
InterClean acknowledges that the world is becoming more open, interconnected with less boundaries. Our goal is to seek balance and stability between the amount of time and energy devoted to “work” and the time and energy to “life” (Cascio, 2005, p. 398). Families in today’s work environment have become a majority among married couples with children. Dual-career families now comprise of 45 percent of the workforce (Cascio, p. 379). However we are a sales oriented company and we realize that the demands and stress in your position is high. We will do our best to accommodate flexibility in your work schedule as long as it does not impact your performance or impedes on the workflow amongst the other team members. At this time it is not feasible for InterClean to provide any company supported child care. We will however continue to provide as part of your employee benefits, Sick Child Daycare Programs, Child Care Referral Services, and Dependent Care Flexible Spending Accounts.
Teams Diversity
Workforce diversity is a competitive necessity in InterCleans environment. As our merger progresses we recognize that now is the time to begin developing the kinds of corporate policies and interpersonal skills that will enable us to operate effectively in multicultural work environment (Cascio, 2005, p. 108). Though this team selected is very diverse in culture, they all share a common diversity trait. The team’s ethnic background is comprised of Hispanics, African-Americans, Asians, and Caucasians. Of those two are female. The diversity among the team will be a valuable asset as lean on each others knowledge. To manage diversity, there is no room for inflexibility and tolerance (Cascio, p. 125). Though culturally diverse the commonality among all members is that they are all over the age of 40, with that comes a different way we will need to manage the older worker. For success we must remember the following:
- Throw out all of your assumptions and stereotypes, your older workers are individuals like everyone else.
- Remember the ranges of ages. Each group presents different management challenges. As the worker gets older they have different concerns.
- Communication is key. Don’t assume that older workers know what you expect out of them.
- Value their life experiences. Encourage them to mentor younger employees.
- Train them. Older workers need training as much as younger workers. Don’t assume since they are older they know everything.
Justification
The biggest cost for ensuring that our employees perform at their best is time and training. Though our budget is zero the necessity to make a capital investment and proceed with our sales force training program is essential. By utilizing computer-based training and implementing a cost-share model, the company will pay for the training costs and the employee dedicates some no-work hours toward training. This will minimize any disruptions to business operations. We will also work with key employees and use them as internal training resources. The bottom line is this: The most important asset we have is our employees. If we invest in our workforce we will have satisfied workers who equate to higher productivity, increased motivation, increased efficiencies, creativity, reduced employee turnover, and enhanced company image.
References
Blanchard, K. (2007). Manage and Develop People to be Their Best. . Retrieved June 8, 2009. Retrieved from www.kenblanchard.com
Cascio, W. F. (2005). Managing Human Resources: Productivity, Quality of Work Life, Profits (7th ed.). : The McGraw-Hill.
Juneja, H. (2008). Employee Feedback. . Retrieved June 8, 2009. Retrieved from www.ezinarticles.com
Lisa B. Luby (n.d.). Career and Performance Management. Retrieved June 8, 2009, from www.careerperformancemanagement.com
Smith, S. (2004). An indispensable Guide for Managers and Human Resource Professionals. : AMACOM.
