Performance Management Plan Essay

A exploit perplexity system allows a channel to maximize its ability through the sum of all its parts. Controlling employees behavior, maximising employee efforts, and minimizing unproductive down town, is at the heart of a performance management system. In fact, fit in to Clardy (2013), a performance management system is the total complex of factors that trigger, channel, and maintain productive task performance. (pg.1, para.2) Making sure employees are doing their job is no long-term an efficient method of performance management. According to Cascio (2013), performance management mess be thought of as a compass (pg. 332, para. 3). A compass bequeath indicate current location and be a guide towards a desired direction.Thus, performance management functions ancestryes understand the current state of an employees performance and the desired outcome and direction in which to monitor and measure. Ensuring that an employees efforts are having a positive effect on telephone li ne strategy becomes a pigment component of performance management. Moreover, human capital and performance management involves arrangement how to align human capital management efforts to business strategies. Therefore, understanding how to align limo driver behaviors towards business strategy will be an indicator of the effectiveness of Landslides Limo performance management system.To facilitate the effort of recommending a performance management plan several issues will be addressed. First, how to align performance management to business strategy will be examined. Second, the philosophy of the boldness performance will be explained. Third, a job summary process will be conducted to identify the skills needed by employees and methods for measuring those skills will be detailed. Next, the process or processes for addressing skill gaps will be explained and lastly, the approach for delivering effective performance feedback will be determined. adjust Performance Management to Bus iness schemeWhat becomes apparent, in maximizing employee efforts, is how human resources aligns human capital and performance management with business strategy. However, according to Schiemann (2007), Its a tough challenge when you consider that, on average, fewer than 20 percent of employees know their organizations business strategy. Therefore, what becomes a key issue is ensuring that employees have a clear understanding of the organizations business strategy. Fortunately, Landslide Limousine has a straightforward approach when it comes to business strategy, however, a few recommendations for push maturation will also be included in this assessment and how to align performance management with the recommendations.Landslide Limousine has a business strategy of being comparable to other limousine services in the Austin area, hiring 25 employees, ensuring world class guest service, and achieving five percent revenue growth over the next two years. In addition, we would recommend furthering growth opportunities within a specialty limousine market, offering non-traditional fleet options for non-traditional customers. The performance management system should be clear and concise and the recommendation would be for a simple but effective performance management system. The first recommendation would be to clearly communicate the business strategy to all employees and ensure understanding through a survey of acknowledgement.It is important that all employees, especially limo drivers, understand the importance of how excellent customer service will effect business strategy and secondary benefits like pay. Second, setting smart targets for service and sales, monitoring and evaluating how employees achieve smart targets and sales. From initial contact and during limo service, upselling services and upgrades on any customer interaction, are important smart targets. Like McDonalds, when an order is placed, employees will ask if the customer wants fries or a drink wi th their order, the same depose be done with smart targets. When a customer orders limo service, asking if they would prefer a larger or more exotic limo would help align smart targets with strategy.Furthermore, monitoring smart targets could be completed apply costumer surveys. Ensuring employees are properly back up throughout the process evaluating performance and finally, further support through training and information. After a customer has completed their limousine service, managers will evaluate customer surveysand offer any performance valuation if necessary and any further training to ensure employees are attempting to upsell customers on services. Following this frame imprint is essential in aligning performance management with business strategy and maximizing employee efforts towards business goals. Organizational performance philosophyPerformance management is essential in creating an organization that is high performing and supporting employee growing (Yale.edu, 2 010). Therefore the organizational performance philosophy should align performance management processes towards the goals of performance planning, review, coaching, and development. First, employees are responsible for communicating about performance and ensuring that they are palmy towards the development and continually striving for customer service excellence in support of organizational strategy.Next, management is responsible for ensuring that employees understand their performance goals and fully supported during and after development and assisted through performance reviews to ensure that goals are being obtained and that employees have all support and support resources. Ultimately, it will be the indebtedness for the organization to provide an effective and impartial performance management system that encourages excellent performance, communication, and proper conveyance of a properly managed performance management substructure (Berkley.edu, 2014). Job Analysis and Neces sary Employee SkillsA job analysis allows an organization to clearly understand a military strength and the necessary skills employees must possess in order to functionally manage the lay out. In fact according to hrcouncil.ca (2014) Job analysis is a process for systematically collecting information to help you fully understand and describe the duties and responsibilities of a position as well as the knowledge, skills and abilities required to do the job. The aim is to have a complete picture of the position what is actually done and how. With the knowledge and understanding of the expectations of a position, surmising the skillset necessary to competently fulfill positions becomes critical. Having a clear picture of the skills needed will be the frontline in aligning performance management with business strategy.First we mustdefine and identify necessary positions for Landslide Limousines. The necessary positions will be limousine drivers, customer service agents or office admi nistration, fleet vehicle detailers or individuals who will be responsible for stocking limousines and detailing vehicles before and after customer use. Lastly, job analysis for supervisor and management positions must be ascertained for future purposes and to clarify the skill set necessary to help initiate the organizations performance management. Each position will require a broad spectrum of specific skills necessary, however, in general a job analysis will consist of Summary of dutiesDetails of virtually common dutiesSupervisory responsibilitiesEducational requirementsSpecial qualificationExperienceEquipment/tools usedFrequency of supervisionOthers the incumbent must be in contact with pledge for decision makingResponsibility for records/reports/filesWorking conditionsPhysical demand of the jobMental demands of the jobTo identify the skills necessary for a limousine driver a few position details must be examined. First, drivers will be required to have the ability to drive lim ousine type vehicles such as stretch limousines and all over-sized limousines. Drivers must also be able to safely drive vehicles that can transport over fifteen people and have their Texas mercantile drivers license to accompany. Having the ability to clarify job duties as a driver will help ascertain the skills necessary to be a driver for Landslide. Support and administration positions must have the ability to communicate effectively and have attention to detail. Clarifying how support and administration positions will work in tangent with drivers will also be essential in understanding the skills necessary for both positions.Lastly, clearly defining management and supervisory so it becomes incumbent to havea full understanding of how the entertainment and transportation industry works so that the individual can identify performance management aspects and how to properly align them to organizational strategy. Methods of Measuring Employees Skills and Addressing Skills Gap Having the ability to measure employee skills at initial hire and during employment can help in development and training and allocated support. Furthermore, understanding how to address any preexisting skills gap and any skills gap after training, can be critical for further employee development and maximizing human capital efforts. One method of measuring employee skills is to bench mark skills against a numerical formula that can translate skills into a measureable system.This measurable system can be done at initial hire or during an employees tenure. A team skills metric can be developed with the goal of benchmarking boilersuit skills. A chart can be implemented with the Y axis and different job codes or specific work instructions across the jacket crown of the chart. A bill of each can be labeled from A through C. The letter A would equal to being an expert and charge shun three points, B would be classified as good, or trained in job and can work independently with minimum super vision and be assigned negative two points, finally, C would be classified as good or trained but needs moderate supervision ( new-made) and assigned one point. From this numerical system score, each employee would have an average from all their skills and an assessment would be ascertained.Moreover, employees who were cross-trained or who possessed higher skills raised the score, therefore part identify each employees overall score in relation to their skill set. A nonher method for measuring employee skills is to use a skills blood line management system. The skills inventory system can be deployed at initial hire or during employment. The skills inventory system would be an online assessment. According to brainbench (2002), A skills inventory begins with a skills measurement system that enables employees to access online skills assessments through the company intranet. When a company implements a new technology, for example, managers may have their employees take a test for ski lls related to that new technology.Furthermore, once the online test is taken the results are gathered and a numerical score system is assessed in which management can assess whether ornot further training is necessary and what skill gaps are still or continuously lingering. Both methods of measuring employees skills can be measured against a skills benchmark and addressing skills gap can begin. Addressing skill gaps can be addressed by training, development, and peer-mentoring. Further training to address driving issues can be done using defensive driving courses and customer service skills gaps can be addressed with more training as well. However, understanding how to develop better training to halt further skill gaps is critical for further development. Development of skills should be addressedReferencesClardy, A. (2013). A General Framework for Performance Management Systems Structure, Design, and Analysis. Performance Improvement, 52(2), 5-15. doi10.1002/pfi.21324 Schiemann, W . A. (2007). Aligning people. Leadership Excellence, 24(8), 20. Retrieved from http//search.proquest.com/docview/204619577?accountid=458 University of Berkley. (2014). Berkley HR. Retrieved from http//hrweb.berkeley.edu/about/philosophy/performance-management Yale.edu. (2010, July). Yale Universitys Performance Management System. Retrieved from http//www.yale.edu/hronline/focus/documents/2010JulyYALEPERFMGMNTGUIDERev6-7-10final.pdf