Performance Management Plan
University of Phoenix
Dr. Sam Obeng-Dompreh
December 06, 2014
TO: Traci Goldman, Manager, Atwood and Allen Consulting
FROM: Dana Martinez
DATE: December 6, 2014
SUBJECT: Performance Management Plan
I will be putting together some recommendations based on your current business strategy to increase performance. I will be looking at the different topics to come up with a performance management plan that the company will use to identify areas for improvement and areas of expertise. I know that Clapton Commercial Construction will be at a -$10,000,000 in expected revenue for the first year and is planning on increasing its employees by 20%. It is imperative to come up with a strategy to maximize performance and sustain the turnover rate at twenty percent or less. In order to do this, we will need to look at the topics listed to define the companies overall performance management plan: 1. Alignment of the performance management framework to the organizational business strategy. Performance appraisals play an important role in the overall objective of performance management. Performance appraisals serve as a tool to help employees improve their overall standards by helping them realize their full potential and also provides information to employees and managers for decision making. Appraisals provide reasons employees change positions rather if they need more training or promotion or need to be let go. They provide feedback to employees, provide developmental needs and help spot organizational problems. Using the management by objective (MBO) process establishes objectives that employees need to accomplish and sets agreeable standards by both employee and management. I suggest having immediate supervisors, self-appraisals and customer feedback to evaluate the performance. Immediate supervisors are most familiar with the individual’s performance and are responsible for reward or punishment decisions. “Self-appraisals give the employee the opportunity to rate themselves in regards to their job performance.” (Cascio, 2013) It gives them the opportunity to be involved in the performance appraisal process. Customer feedback is useful input for employment decisions, such as promotion, transfer and training needs. (Cascio, 2013) 2. Organizational performance philosophy
Clapton Commercial Construction Company is committed to performance management system that rewards excellent performance. It is committed to aligning performance efforts with employees and their supervisors, promoting consistency with their reviews, and helps motivate employees to perform at their highest potential. Supervisors, employees, and customers are a partnership that ensures performance planning, reviewing and development. It is designed to help individuals accomplish their goals, and strive for excellence.
3. Job Analysis
In order to do a job analysis, we must consider the skills necessary for employees by job title. Individuals can understand what the important tasks of the job are by analyzing the job. The process should include describing the duties of the person responsible for the job, the nature of the work and some qualification necessary for the position. Defining the key duties of each position will benchmark jobs and be able to categorize them. Determining certain job qualifications for each position will help assure to select the right candidates. Understanding the nature of the job and what to expect in the position will outline performance standards. A job analysis should include doing an analysis of the type of tasks needed if hired. For example, construction workers are expected to assist in erecting structures demolition, physical labor and building buildings to clients to a particular destination. The nature of the job would be standing for periods of time along with some heavy lifting, knowing how to construct a building, and operate...
References: Cascio, W. F. (2013). Managing Human Resources (9th ed.). New York, NY: The McGraw Hills Companies, Inc..
Duggan, T. (2014). How to Develop a Skill Gap Analysis. Retrieved from http://smallbusiness.chron.com/develop-skill-gap-analysis-39872.html
Heathfield, S. (2014). 360 Degree Feedback: The Good, the Bad, and the Ugly. Retrieved from http://humanresources.about.com/od/360feedback/a/360feedback.htm
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