Recommendation and Resolution

Topics: Human resource management, Performance management Pages: 7 (1576 words) Published: January 10, 2013
Executive Summary

Problem Description and analysis

Recommendations

Information

References

TMA 02 Part 2

EXECUTIVE SUMMARY TMA 02

In this report I have used study session 4, assessing and developing people at work from the book An introduction to Human Resources Management in Business to identity the problem, analyse it and then recommend a solution.

The case I have used is surrounding performance appraisals and employee development, Stephanie applied for a vacancy at a large Supermarket chain in the Café department. Problems soon arose with issues surrounding Stephanie's performance and productivity. The reasons behind Stephanie's poor performance were based on her diagnosis of Attention Deficit-Hyperactivity Disorder although due to her performance not being managed correctly this went under the radar. This was having an effect on both the colleagues within the department and the business as well as Stephanie herself.

To prevent this and provide a solution, performance reviews and measurable targets should have been implemented, this would have identified Stephanie’s problems and measures put in place to rectify them for the benefit of both the business and the employee.

This report shows the types of performance development procedures and the benefits of using such practises.

Part A

During my time as an Human Resources Assistant we interviewed around forty prospective applicants for various departments. One of the applicants for the position of Café assistant was a girl called Stephanie. Stephanie was experienced in the Food industry and interviewed well. Stephanie was taken on to work in the Café.

Issues began to occur after around twelve weeks, there were complaints surrounding Stephanie’s ability to perform. Stephanie’s colleagues were complaining of her not being in her designated area, for example she would often talk to colleagues of other departments, spend too long on tasks that took her away from the Café and that she got distracted easily. In Stephanie's case appraisals had not been done. This was a common problem across department managers who often found the paperwork side of their role tedious and time consuming.

Part B

I am using Session 4, Assessing and developing People at work for part B.

The reason I chose this study session is because in all parts of this session it clearly shows that performance management is an integral part of any HR issue.

Session 4.3 Setting Standards explains how to set standards for expectations and the example in 4.1 shows that most effective organisations are ones that invest in staff training to a high degree. Objective quantitative standards of performance were given to Stephanie and she was aware of her basic duties having experience in a similar field and following other colleagues, however subjective quantitative standards of performance were not being met, although whilst doing the task in hand Stephanie was satisfactory, her lack of concentration and tendency to lose focus were letting her down.

It seemed that maybe the Café was not the right department for her to excel, however as she was given no appraisals this was not picked up on, and it appeared that Stephanie was “just being lazy” As it says in the study session “When assessing people subjectively, social influences come into play”. The social influences in this case were that Stephanie was working within a very self motivated department, there was not enough structure and time-scales as there were in other departments.

Stephanie was diagnosed before her employment as having ADHD although she didn't make this known at interview it is something that should have been picked up early. Performance reviews are designed to identify issues and correct them for the benefit of all but without these Stephanie was unaware of the issues and therefore was unable to correct them.

Session 4.6 explains the importance of developing colleagues...

References: www.CIPD.co.uk
www.Open university .co.uk
TMA 02 Part 2
Through Participating in the Tutor Group discussion The Induction of new students to the OU it is clear that inductions are a vital part of recruitment, many other students have felt that their inductions were not adequate and this has a detrimental effect on morale and staff turnover for example:
Rebecca Willard said she was given “a large Red folder” and was expected to read through it. She felt that she didn 't learn anything by this method as most of what she read was forgotten easily. Kirsty Austin said similar.
I have learnt through both my HR experience and through this TMA that inductions are much more effective if done in interactive and positive way.
I have also been able to understand more clearly the induction into the OU as I struggled with what to contribute to this, I now realise that inductions are more than just being given a short insight into the workplace/OU . The OU for example has the Study Companion and an easy to navigate website all of these contribute and make up to an induction.
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