Managing Human Resources Essay Sample


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Introduction of TOPIC

Below as requested is a performance management plan formulated for the future of Landslide Limousine? This a new business comprised of about approximately twenty-five employees opening in Austin, Texas. Alignment of performance management framework

An organization’s success relies on the standards set forth by the company’s principals and standards. It is the responsibility of the employer to develop topnotch standards and expectations that the employees are aware of and can strive to provide to the customers they serve. Employees should be provided proper training and education to best accomplish their tasks and job specific training needs to be managed. When beginning the initial performance appraisals there will need to be equal expectations and understanding of the goals set forth for the employee. To run smoothly it is best that the company provide the best possible tools and professional standards to be sure it is viewed as a companywide expectation and not an individual approach. In light of the goals and expectations of the employee there needs to be assessment and measurement that can be determined and rewarded through merit raises and acknowledgements for hard work and integrity. Organizational performance philosophy

In this day and time performance management is there to improve an individual and business presentation. Many workers and the management team try to come together and meet goals they setup as well expectations which are direct, achievable, and are combined to the accomplishments that upper management had already set. As a customer service business it will be essential for Landslide to define the goals of reliability, top-quality customer service, and high level of professionalism. They need to train the drivers with a capable and knowledgeable driver that can train both in driving ability as well as good manners. They need standards for headquarters and phone employees to be sure the business image is reflecting prior to getting into a limousine. They need to know that they will be first person of contact in the business and they need to be well trained in the extent of their services. During the final review of the training and upon assess the performance measure up to the goals. The boss and worker ought to be ready to plan and reschedule the defining meeting for the next review training cycle, or talk about the goals for the final review training cycle during the final review conference. Job analysis

All the employees will have a performance evaluation annually. We will develop a skills matrix for each role and hold the employee accountable to those skills. The skills matrix will list all the

skills necessary for each role. Those that exceed the skills matrix will be seen as someone who has

the skills to train others and will be regarded as a subject matter expert. A manager or supervisor who rank an employee as an exceeds rating will have to validate why they issued this rating and back it up with documentation. This is the highest rating. Those that meet the expectation will be regarded as employees who are where they need to be and could benefit from training for further development. Most of the employees will fall in this category. Employee skills and measurement

Each position as noted above will need to have specific.
* Sales/Marketing- these individuals will need to be knowledgeable f the limousine marketing in the Austin area and be aware of how they can compete. They will need to be knowledgeable regarding the Internet and the ways to advertise to the market they are targeting. * Customer Service- will need to be knowledgeable of the companies operations various services and packages and scheduling availability. Competent in the ins and outs of the limousine interior and exterior options, and charge for various add ons. Professionalism and first interaction performance will be essential for the progress of company growth.

* Dispatcher-concerns for the welfare of the driver and passengers in the limos and the destination options and availability. * Drivers/Chauffeurs- safety and confidence will be essential for the drivers directly catering to the needs of the customers. Clear driving records and accountability for actions behind the wheel will need to be clearly defined. * Mechanic and detailers- whether this is determined to be an internal position or contracted to another company the vehicles will need to be properly maintained to keep the proper image of the company and the safety it must provide. Skill gaps

The first step in addressing skill gaps is to first have a means to identify the gaps. To start I would have each employee complete an individual SWOT analysis. Such an analysis will begin to self-identify any gap and start the employee thinking about how they might help to address each one. In parallel the manager should also complete a similar analysis for each of their employees. Upon completion, the two analyses should be overlaid and combined into a single report. This report will then help to provide a detailed list of skill gaps for each employee. With the report complete, the manager and work with the employee to craft a personalized road map (Personal Development Plan) to address each opportunity. The roadmap should include measurable milestones towards completion and checkpoint along the way to review progress.

Since some of these goals may be directly linked to the company’s strategic vision or Operational objectives, these can easily be listed in the employee’s annual performance review; otherwise they will only be part of the PDP. Regular routine performance appraisals will need to be conducted between employees and management. As a new company there will be levels of change in the beginning and job requirements may need to be modified to suit the needs of the company. Job responsibilities will need to be distributed to the new employees during training and that may initiate feedback in scheduled reviews and adaption’s will need to be made as required. Extra training, new hires, reassignment of positions can result from performance appraisals and regular discussion between management and employees. Performance feedback

The manager’s ambition should be to reflect and exude professionalism that creates an open and positive forum for feedback and evaluation. The perspective for the evaluation should be put on both the employee for self-reflection and goals as well as the expectations of manager for the employee. Professional décor and mutual respect during such appraisal will keep a concise environment the employee can find comforting and open to discussion. Reinforcement of required job skill sets and review of changes that have been made by both parties could help create the efforts the employee will need to improve upon and continue to exude.

Casico, W. (2013). Managing Human Resources (9th ed.). New York, New York: McGraw-Hill

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