- Speaking directly to (you) the employee,
- Proving input immediately when the event happens,
- Provide specifics, with examples on things to improve on or a job well done,
- Listen and then ensure feedback is clear
- Follow up
As a result, numerous opportunities are provided to you the employee such as:
- More independence and flexibility in setting work goals and schedules
- Additional company-sponsored job training
- Eligibility for employment advancement(s)
- Participation in an internal company committee, or
- Additional authority and responsibilities, with appropriate additional compensation (Clearly, 1999)
Reaching a higher level of performance
To assist everyone in reaching a higher level of performance it is important as management to avoid destructive criticism, set mutually agreeable goals and continue to communicate and assess progress toward goals regularly, and have needed resources readily available . In doing this, it has been proven to have three advantages:
- It helps keep behavior on target,
- Provides a better understanding of the reasons behind a given level of performance
- It enhances the subordinate’s commitment to perform effectively
All of this helps to improve supervisor/subordinate work relationships. Improving supervisor/subordinate work relationships, in turn has positive effects on performance (Cascio, 2006).
Education opportunities and Promotions
Education and training programs will be provided to employees to provide information and all necessary skills to be effective in assigned rolls. For example, I was often encouraged to participate in Continuing Education Units and a 306 degree Skill builder leadership training module to target certain areas in which I felt I needed improvement. These same opportunities will be provided to sales team. Promotions will be provided by way of compensation (bonus programs and other incentives, i.e. fully paid trips).
Flexibility for Dual Career Parents
Myers quotes a study by SL Guinn from 1989 stating “About 60 percent of all families have dual career spouses.” (Myers, p. 495). In order to attract top performers, a proactive approach had to be encompassed. We are providing flexible work schedules for dual career parents. The late William Glueck wrote, “Many workers are more interested in when they work than in how they work,” (Glueck, 49). He outlines three work strategies;
- Compressed work weeks-working a 40 hour week finishing by Thursday or Friday by noon,
- Flextime- beginning and ending workday within a range of hours, or
- Telecommuting- doing part or all of work from a home office
Not only was this recognized to assist families but it will reduce stress associated with balancing two lives (Myers, p. 495).
Adapting to Team Diversity
In completing the performance appraisal form, I will meet with each individual employee to validate the accuracy of the individual job responsibilities and specific expectations communicated on the performance appraisal form. The simplest way to do this is by using the narrative essay. This will allow me to pinpoint the strengths, weaknesses, and potential, together with suggestions for improvement (Cascio, 2006). This method is useful in that I’m not trying to compare employees to one another. This way I am evaluating on the significance of each individual’s task.
Conclusion
The performance and career management program will work in that it will use employment assessment tools to help determine if the organization is maximizing the full potential of the employee or leaving them feeling underemployed or underappreciated (Cleary, 1999). The performance and career management plan will identify and evaluate employee motivators, key personality traits, and learning styles and abilities. The performance plan shows us how to best manage employees for excellent job performance and advancement results thereby;
- Increasing retention and
- Enabling promotion/ pay increase (Cleary, 1999)
When a company takes time to measure its employee’s job performances and then act on the results, it shows its employees it cares about them as individuals (Cleary, 1999). The benefits and cost savings to the organization are the monetary savings of not suffering with the associated costs with the loss of employees (i.e. training resources, lost job production, overtime for other employees to perform the job duties, and advertising costs to attract new prospects (Cleary, 1999). For these reasons, I can only see the performance and career program working to everyone’s advantage, the employee and employer.
Reference
Cascio, W. (2006). Managing human resources: Productivity, quality of work life,
profits. (7th ed.) New York; McGraw-Hill Companies.
Cleary, Richard. “Technology and the Workplace Seminar.” Galt House, Louisville KY.
10/18/08.
Glueck, William F. Personnel: A Diagnostic Approach, (3rd ed.) Business Publications,
Inc. Plano, Texas, 2005.
Myers, Donald. Human Resources Management: Principles and Practices. (2nd ed.)
Commerce Clearing House, Chicago, IL. 2004.
Performance Appraisal Form
Appraisal Period: From____________ To: ____________
Employee Name: ___________________ Title: __________________
Past Appraisals: Review previous objectives.
Customer Service: Properly identifies and responds to customer needs. Readily solves problems as they arise. Consistently displays positive attitude and willingness to help.
Unacceptable Needs Improvement Meets Expectation Exceeds Expectations
Comments:
Job Knowledge: Exhibits skill sets and knowledge of specific job tasks to perform job.
Unacceptable Needs Improvement Meets Expectation Exceeds Expectations
Comments:
Interpersonal /Communication skills: Can effectively communicate with clients and team orally and written.
Unacceptable Needs Improvement Meets Expectation Exceeds Expectations
Comments:
Teamwork: Displays a positive attitude towards assisting others on team. Maintains positive working relationships with team to achieve desired organization goals.
Unacceptable Needs Improvement Meets Expectation Exceeds Expectations
Comments:
