Final Portfolio

HUMAN RESOURCE MANAGEMENT
HRMGT 193
FINAL PORTFOLIO
THE GREAT OUTDOORS, PART 1 – EXECUTIVE SUMMARY
Denise Neumann
Neumand5@gmatc.matc.edu, Sunday, December 06, 2015

1
Executive Summary
The Great Outdoors
MISSION STATEMENT
The Great Outdoors is a retail mail order clothing business. We carry women’s, men’s and children’s indoor and
outerwear for every season and type of sport. It is The Great Outdoors mission to become the leading retailer in the USA.
This can be accomplished by offering a high quality clothing line, competitive prices, and an expert staff to assist
customers in anyway necessary. The Great Outdoors is driven to make sure there is monitoring of the competition and
maintain strict controlling on finances.
VISION STATEMENT
We want our customers to experience the best shopping experience from start to finish, with easy access, safe pay
methods and fast service.

2
SWOT ANALYSIS
Strengths
-High quality products
-Promote from within for incentives
-Communication between employees
-Good team problem-solving
-Employees are trained
-Above average wages and benefits package
Weaknesses
-Call Center is open 2 shifts per day and not
open 24/7
-Not enough diversity of management and
professional staff
-Staff has become bored with routine between
the call and distribution centers
-Not enough investors
-Catalog ordering only
-No website
-Customers cannot order online. Must call the
Call Center to place an order
-No brick/mortar building
Opportunities
-Create ordering online
-Create payment online
-Adding diversity of management and professional
staff
-Build a brick/mortar building
-Extend call center hours to be open 24/7
-Obtain more investors
Threats
-Increased payroll
-Increased competition
-Need more staff for holidays
-High staff turnover

3
COMPANYINFORMATION
The Great Outdoors was founded in 1975 by Alicia Florrick, company attorney, Will Gardner, President, Diane Lockhart,
Director of Operations and Cary Agos, CFO. We have now had over 300 employees and growing. We are located in a
large office/distribution center on Port Washington Road in Glendale, WI, just off Interstate 43. This location has proven to
be convenient for its high volume of truck traffic.
GROWTH HIGHLIGHTS
The Great Outdoors has increased in sales steadily in these last four years. Increases are across the board for all
clothing, belts and hats, and accessories.
$250,000.00
$276,000.00
$324,000.00
$375,000.00
101,000 112,000
144,000
184,000
148,000 159,000
221,000
250,000
2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4
Clothing Belts and Hats Accessories

4
The Great Outdoors has increased in overall sales, profits, revenue and
expenses for the years 2011, 2013 and 2014 and decreased in 2012 by 11%.
2011
2012
2013
2014
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
Sales Profits Revenue Expenses
24,855,527
3,479,774
4,971,106
19,884,421
22,155,548
3,101,777
4,431,110
17,724,438
25,843,699
3,618,118
5,168,740
20,674,959
34,559,890
4,868,384
6,911,978
27,647,912
GrowthHighlights
2011 2012 2013 2014

5
COMPANYPRODUCTS/SERVICES
Our products are women’s, men’s and children’s casual indoor and outerwear for all seasons and any type of sports. We
also carry hats and belts. Accessories include sports related items such as wristbands, headbands, and socks. We are
currently in discussions on starting a small line of sports equipment during the summer fall season to see how it sells. Our
call center and distribution center is open 7 days a week with hours of 6 a.m. to 10 p.m. while the office is open Monday
thru Friday 8 a.m. to 5 p.m.
FINANCIAL INFORMATION
We are currently seeking financing at US Bank for a commercial mortgage. We are already approved for a line of credit up
to $1,000,000. We do have some accredited investors and venture capital investors now.
SUMMARIZE FUTURE PLANS
We are looking to add more investors, both accredited and venture by November of 2016. We want to see The Great
Outdoors sales increase and have a goal of reaching clothing sales of $4,000,000 by December of 2016. We currently
have plans to open an online ordering system in addition to the current catalog ordering method. We want to increase
hours of ordering availability to 24 hours a day instead of 6 a.m. to 10 p.m. and online paying for our customer’s
convenience. We are currently in discussions on starting a small line of sports equipment during the summer fall season
to see how it sells.

6
ORGANIZATIONAL LIFE CYCLE
The Great Outdoors is now going through a Communal Stage. We are focused on expansion, innovation and improving
skills. There is a sense of bonding among some of the employees to the company.
STAKEHOLDERS
Our stakeholders are our employees, customers and owners as our primaries. Society is another important stakeholder
for this company such as organizations, political and social forces and community charities and lastly the media.
LABOR ORIENTATION
Internal labor orientation is the human resource perspective The Great Outdoors will be utilizing. Focus is on hiring
workers early on in their careers and keeps those workers for long periods of time.
BUSINESS STRATEGY
Differentiation is the business strategy The Great Outdoors wants to emphasize to its stakeholders. We focus on high
valued products and excellent customer service. There are unique sporting goods clothing and accessories along with the
new line of sports equipment coming up that will be high end with better quality and value than the competitors.
HR STRATEGY
Loyal soldier is the human resource strategy The Great Outdoors is moving to change its workers to. With high employee
turnover the focus is to hire people early in their careers and provide extensive training in many skills. We want people
who fit the company’s culture and are looking for satisfaction and strong bonds. These careers will be including a variety
of positions and promotions.

7
HRMGT 193
FINAL PORTFOLIO
THE GREAT OUTDOORS, PART 2 – A JOB DESCRIPTION
DENISE NEUMANN
Sunday, December 06, 2015

8
POSITION TITLE: Customer Service Representative
Job: #43-4051.00
DEPARTMENT: Customer Service Department
REPORTS TO: Customer Service Supervisor
PAY STATUS: Non Exempt
Pay Level: #7
Hours: 1st, 2nd and 3rd shifts available, some overtime, some weekends required
DATE CREATED: October 6, 2015
DATE REVISED: December 6, 2015
GENERAL SUMMARY:
Communicate with customers to accept merchant orders, make online payments, requests about merchandises and
services and also to manage and undertake complaints.
ESSENTIAL JOB FUNCTIONS:
Converse with customers by telephone to discuss company’s products.
Take and enter orders
Delete accounts and orders
Document details of customer complaints.
Make change of address records, verify pricing, taking credit card information, giving the shipping method and
estimated delivery date by using computers
Documents customer interactions or billing issues
All other job duties as required or assigned by the supervisory/manager

9
KNOWLEDGE:
Customer Service
Knowledge of English Language
Clerical such as Microsoft Word or managing files
Mathematics-know how in math, algebra, geometry
SKILLS:
Typing at least 40 wpm
Answering phones
Filing
Time Management
Microsoft word is required
ABILITIES:
Oral Comprehension-to listen and understand information in English language
Oral Expression-to communicate information and ideas in English language
Problem Solving
Written Expression in English language
Multi-tasking
Critical thinking
EDUCATION: High school diploma or equivalent required

10
3 TO 5 YEARS EXPERIENCE PREFERRED IN SIMILAR JOBS
Getting Information
Customer service certification a plus
Using Computers
Communicating with people, supervisors and peers
Good Interpersonal Relationships
Making Decisions and Solving Problems
Organizing, Planning, and Prioritizing Work
PHYSICAL REQUIREMENTS: 0-24% 25-49% 50-74% 75-100%
Place a “X” mark in the box that best describes the physical requirements for your job.
Seeing:
X
Hearing:
X
Talking:
X
Sitting:
X

11
Standing, Walking, Mobility:
X
Climbing, Stooping, Kneeling:
X
Lifting, Pulling, Pushing:
X
Fingering, Grasping, Feeling:
X
Other Physical Requirements (list):
Note: The statements hereby are intended to describe the general nature and level of work being performed by
employees assigned to this classification. They are not intended to be construed as an exhaustive list of all
responsibilities, duties, and skills required of personnel so classified. We are open to diversity hiring.

12
HRMGT 193
FINAL PORTFOLIO
THE GREAT OUTDOORS, PART 3 – A RECRUITMENT PLAN
DENISE NEUMANN

13
A RECRUITMENT PLAN
Recruitment Plan for: Customer Service Representative_________________________________________
Recruitment
Source
Target:
Internal or
External
Candidates
Appropriate
"Tool" or
announceme
nt method
Length of
Time to
Use
Response
method and
Application
Deadline
Cost (Obtain
actual cost or
reasonable
estimate for
internal and
external
sources)
Projected Results
(how many likely
to apply from this
source)
Job Opening
Posting at the
place of work
Internal Company
Bulletin
Board to
Promote from
Within-Will
supply tabs
on poster
with phone
number and
room number
of office
3 Weeks
from day
posted
Contact HR by
phone or in
person to
notify of
interest.
Candidates
should apply
no later than
October 31st.
$.05 per copy
for 5 copies.
Making a
posting in
break room,
near
suggestion box
and 3
electronic time
card
computers
totaling $0.25
12
Milwaukee Journal
www.jsonline.com
External Job ad in
print and
online-ads
14 days,
October
25th
Left my phone
of 414-786-2589
number for
$140 plus 5.6%
sales tax
totaling
20

14
from
jsonline.com
is teamed
with
monster.com
contact.
Candidates
should apply
no later than
October 31st.
$147.84.
www.indeed.com External Job posted
online
14 days,
October
25th
Candidates
should apply
no later than
October 31st.
89.99 plus 5.6%
sales tax
totaling $95.03
20
Flyers External Pass out
flyers at local
farmers
market for
Oktoberfest
festival
Saturday-
Sunday,
October
17th-18th
Stapling
application
behind the flyer
with my phone
number.
Candidates
should apply
no later than
October 31st.
$.05 per copy
for 500 copies
of posting and
$.05 per copy
for 500 copies
of application
totaling $25.00
20
www.monster.com External Job posted
online
14 days,
October
25th
Candidates
should apply
no later than
October 31st.
$119.00 plus
5.6% sales tax
totaling
$125.66
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 Total Recruitment Period: (insert total length of time from first announcement through final date applications from
all sources accepted) Total recruitment time is 30 days
 Total Recruitment Plan Cost: (insert actual and estimated costs for all internal and external sources) Total
recruitment cost no including my wages is $393.78
 Total Projected Candidate Pool: (total number of candidates from all recruitment sources) Total Projected
Candidates 92

15
 Write and include a Job Notification for the position as if the job notification will be posted in a newspaper or a job
board.
 The Great Outdoors is looking for new applicants to add to our customer service dept. This is full time with great
benefits. Experience is not mandatory but it’s a huge plus. We are in the business of catalog ordering for sports
clothing located in the Glendale, WI area and looking for motivated individuals who are competitive and willing to learn.
We are looking for a team player, effective listening skills & excellent verbal & written communication skills. We offer
paid training and bonuses. We are open to diversity hiring. If interested please contact Denise at 414-321-4567.
Overview:
I designed my recruiting plan this way because I believe in and prefer moving people up and promoting from
within. So I designed an internal job posting for interested parties. That way we can train anyone who doesn’t
currently have the existing skills for the position instead of strictly adhering to promoting only workers already
skilled in this position. I decided to use the www.jsonline.com and www.monster.com for my printed and two
online sources because they have teamed up together. I’m paying both sources for the same amount of time with
the same job description. I also chose the journal and www.monster.com because of how widespread it is in the
Milwaukee area and how well known this paper is. Now I also have one of my electronic postings done. I then
chose www.indeed.com because it is another well-known website. I thought it was a good money saver website
source and wanted to see how well I would do. Lastly, I noticed an ad for an Oktoberfest and thought it was a
great way to find interested people in the local area. I can pass out a high volume of postings in just a short two
day time. This type of crowd is most likely in the middle to upper class status and probably employed already.
Hiring someone already employed is a great candidate for a new position with The Great Outdoors.
Market Labor Information for Customer Service Reps in Wisconsin:

16
Job Openings
Current job postings Job Search Sites
Skills
Skills and additional details about Customer Service Representatives
Wage Information for Customer Service Representatives, 2014:
Wage Level
County
Hourly
County
Annual
MSA*/BOS**
Hourly
MSA*/BOS**
Annual
Statewide
Hourly
Statewide
Annual
Entry $11.44 $23,800 $11.64 $24,210 $11.1 $23,080
Average $17.12 $35,620 $17.42 $36,240 $16.51 $34,340
Experienced $19.96 $41,520 $20.31 $42,250 $19.22 $39,970
County Wage Comparison
*MSA = Metropolitan Statistical Area
**BOS = Balance of State
Number of Jobs for Customer Service Representatives, Wisconsin, 2014 - 2016:

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Estimated Employment
Percent Change
Ave. # Openings
per Year2014 2016
59415 60016 1.01% 1859
Number of Jobs for Customer Service Representatives, Wisconsin, 2012 - 2022:
Estimated Employment
Percent Change
Ave. # Openings
per Year2012 2022
59200 66259 11.92% 2317

18
HRMGT 193
FINAL PORTFOLIO
THE GREAT OUTDOORS, PART 4 – A SELECTION AND INTERVIEW PLAN
DENISE NEUMANN

19
SELECTION PLAN
Position: _Customer Service Representative__ Name: _Arthur Misiaszek__________
Selection
Activity
Purpose of
Activity
Total time
(hours/ days)
involved in
each step of
the process.
Who will
Participate in
this step (The
more staff
involved, the
costlier the
selection
process will
be for the
company)
Who will
make
decision for
this step
What
SPECIFIC
criteria will be
used to
determine
which
candidates
continue after
this step
Number of
candidates
remaining
after this step
1.Sort
Applications
or Resumes
(Number from
recruit
process:
_101________)
To determine
who is the
closest
comparison to
the announced
job posting. I’m
hoping to find 10
candidates from
the resumes
Within 5 days of
the due date of
sending in the
resumes
Human
Resources and
Supervisor over
customer
service
department
Human
Resource and
Supervisor will
make joint
decisions
The resumes
who most
closely matches
the announced
job description
should be
selected
10 candidates
will continue

20
Selection
Activity
Purpose of
Activity
Total time
(hours/ days)
involved in
each step of
the process.
Who will
Participate in
this step (The
more staff
involved, the
costlier the
selection
process will
be for the
company)
Who will
make
decision for
this step
What
SPECIFIC
criteria will be
used to
determine
which
candidates
continue after
this step
Number of
candidates
remaining
after this step
2. Phone
interviews to
top 10
candidates
To determine
who should
move on to the
next interview
process
3 days- one day
for scheduling
10 people and
phone
interviews
spread into the
following 2 days
Human
Resource
assistant for
scheduling,
Human
Resource and
Supervisor
Human
Resource and
Supervisor
Training and
Experience form
plus the
announced job
description
Top 5
successful
phone
interviews will
continue
3. Face-to-
face,
structured
interview to
top 5
candidates
To determine
who should be
offered the
position
5 days-one day
for scheduling
and remaining 4
for
appointments
Human
Resource
assistant for
scheduling,
Human
Resource and
Supervisor
Human
Resource and
Supervisor
Training and
Experience
form, job
description,
answers to
phone interview
Top 2 face-to-
face interviews
will continue

21
4. Offer To fill the
customer
service
representative
position
3 days-time for
ordering credit
report,
background
check and
reviewing them
Human
Resource
Human
Resource
Training and
Experience
form, job
posting,
answers to
phone and face-
to-face
interview,
interview score
form
One person will
receive and
offer by phone
5. Drug test To determine
any illegal drug
use by the
candidate who
accepted job
offer
5 day wait for
new hire to
provide urine
sample, and
receive drug test
results, and
review it
Human
Resource
Human
Resource
Urine test was
selected due to
cost. Negative
illegal drugs are
expected results
due to excellent
background
check and no
documented
criminal record
One person will
be the new hire
and will discuss
start date
contingent to
passing drug
test
OVERVIEW:
My first step was reviewing the 101 resumes I received which was more than my estimated amount. I found 10 candidates
to continue in the hiring process. I then began a phone interview with the top 10 candidates to determine phone etiquette
and phone personality. I had practiced the situational judgment testing by asking hypothetical questions to situations in my
phone and face-to-fact interview. I was looking for job knowledge, general cognitive ability, and how practical savvy they
are. I wanted to ask many behavioral questions to feel confident I have gathered enough information on each person to
make a sound decision. My next step was the face-to-face interview so the supervisor and I can get a first impression of
each of the 5 candidates and to get to know personalities of them. While determining who to offer the job, I ran credit
checks because this position requires honesty and receiving payments over the phone. I also ran a background check to
make sure there were not any criminal charges in theft related offenses. After finding the top two candidates I made a job
offer to one person and after accepting the offer, I made it contingent to passing a drug test. I find the urine test the most
common and to help find integrity with my candidate. I tried not to include the supervisor in every step of the interview
process to keep down his cost and time too. My assumptions about the customer service rep position are it is going to

22
have a lot of variety of customers. There will be many times there will need to be problem solving and independence.
There will be a need to analyze and take on a leadership role in this position along with responsibility. The Great Outdoors
does support my plan design because I kept the company in mind and its current set up while creating this strategy.
Phone Interview Questions
1. Tell me about a time you went above and beyond for a customer. Behavioral, will do
2. Give an example of your ability to lead projects and describe how you effectively delegated responsibility. How did you
motivate others? Behavioral, looking for leadership
3. Give an example of a time when you worked effectively as a member of a team. Behavioral, looking for teamwork
4. Tell me about an on-going responsibility in your current job that you enjoyed. Structured, looking for types of responsibilities
5. Describe a time, when you were under a lot of pressure / were in a high-stress situation / had too many tasks on your plate and
needed to prioritize. Behavioral, looking to how high stress situations are handled
6. Provide an example of your analytical and problem-solving skills. Structured, looking for how they think
7. Give an example of a situation where you showed initiative. Behavioral, will do
8. Give an example of a time when something went wrong—how did you deal with it? Behavioral, looking for problem solving
skills
9. How has your past work experience prepared you take on these responsibilities? Structured, looking for will do
Face-to-Face Interview Questions
1. What is the most significant contribution you made in your previous job/internship? Behavioral, looking for will do
2. What accomplishment(s) in your life are you most proud of and why? Behavioral, looking for how they think
3. Describe a time where you had to work with a person with whom you may not have gotten along well. Situational, problem
solving skills,
4. Describe a tough decision that you faced, and how you were able to reach a conclusion. Situational, looking for problem
solving skills
5. Describe a time when you failed. What did you do to bounce back? Situational, looking for will do
6. Describe a typical day in your current job. Structured, looking for can do and will do
7. What does failure mean to you? Structural, looking for how they think
8. Tell me of a time where you made a mistake and the outcome. Situational, looking for problem solving skills
9. When you get to work how do you start your day? Situational or Structured, looking for communication

23
Interview Evaluation Form
Candidate’s Name: ____________________________________
Position Applied for: ___________________________________
Interviewer Name: _____________________________________
Interview Date and Time: _______________________________
Performance Factors: (rate candidate in each area – 1 is low, 5 is high)
1. SkillsinCustomerService12 3 4 5
2. Knowledgeincomputersandreceivingpaymentsoverthe phone 12 3 4 5
3. Abilitytohandle irate customers12 3 4 5
4. Works as a teamplayeramongcoworkers1 2 3 4 5
5. Problemsolvingskills12 3 4 5
6. Motivationand interest12 3 4 5
Total Candidate Score: ________________________

24
HRMGT 193
FINAL PORTFOLIO
THE GREAT OUTDOORS, PART 5 – A TRAINING PLAN
DENISE NEUMANN

25
Training Plan
Position: _Customer Service Representative Length of Training Period: _90 Days______
Training
Topic
(Prioritize training
based on job
duties (see job
description)
Instructional
Objective
Training
Method(s)
Length of
Training &
When
(total # of days/
hours)
Who will
Instruct
(i.e. position/title)
Learning
Material
Assessment
Method
Who will
Assess
(i.e.
position/title)
Customer
Service,
Phone
Etiquette,
Appropriate
Conversation
To prepare
and teach the
appropriate
way for the
trainee to
converse with
customers by
telephone,
take orders,
customer
complaints
and handling
irate
customers
Presentations
combined
with
Discussions
Three
weeks, 30
hours for
reading
chapters and
30 hours for
asking
questions
plus
schedule
day for exam
Customer
Service
Supervisor
will instruct
for
preparation
of exam
Online
study guide
and exam-
study guide
can be
reviewed
again
afterwards
Exam is
included
with
program,
passing will
earn the
trainee the
national
certification
ETA
provides an
approved
proctor to
assess the
exam
Office Safety
PowerPoint
Training
Program
To teach the
trainee proper
safety habits
and to help
avoid any
future work
injuries
Presentations
combined
with
Discussions
One week,
for learning
through the
presentation
and course
quiz
Customer
Service
Supervisor
for
questions
and follow
up
discussion
PowerPoint
presentatio
n, narrated
or non-
narrated
version,
employee
handout,
quiz and
completion
Course quiz
is included
with
program,
passing will
earn the
trainee the
completion
certificate
The
program
assesses
the quiz

26
certificate,
PowerPoint
is on a disc
for
reviewing
Training on
company
database
To teach the
trainee about
the company
computer and
the system
which
includes the
customer
information,
billing orders,
taking
payments and
pricing
catalog items
Simulation One week to
include the
training and
observation
Customer
Service
Supervisor
and
experienced
co-worker
Company
database,
employee
manual
Rating of
proficient by
supervisor
Customer
Service
Supervisor

27
TOTAL Time in Training: _5 Weeks and 1 Day___________________
Office Safety PowerPoint Training Program
2015, Training Network
 $99.95
SKU: 3292
Office employees frequently have the feeling that since they don't work "out on a plant floor" safety isn't an issue in their jobs. Yet
accidents and injuries in the office account for thousands of hours of lost time, and millions of dollars in Workers' Compensation and
medical costs. This training program includes a customizable 57-page PowerPoint presentation with both a narrated and non-narrated
version, along with a reproducible Leaders Guide, Employee Handout, End of Course Quiz, and Completion Certificate to document
the training.
Topics covered also include:
 Avoiding falls
 Putting yourself at risk
 Setting up your workstation
 Preventing computer eyestrain
 Using powered equipment
 Handling office supplies
 Fire safety and more

28
Customer Service Specialist
Table of Contents
Chapter Page Description
Forward
Chapter 1 6 CSS History and Objectives by Dick Glass, CETsr, EHF
Chapter 2 11 Sales-Marketing-Customer Service Relationships by Dr. Robert (Bob) Ing, DSC, CESma
Chapter 3 18 Pro-Pro
Employees by Dick Glass, CETsr
Chapter 4 25 Promoting Simplicity by Joe San
Lippo, CETsr
Chapter 5 29 Business Leadership by Ed Bell, MBA, AAMS, CMFC, CSS
Chapter 6 33 Your Legal Responsibilities as a Worker by Dick Glass, CETsr
Chapter 7 40 Employment Rules – Building Trust, etc. by Dick Glass, CETsr
Chapter 8 44 Company Policies by Randy Glass, MBA, CSS, CST, CIW, CCAI
Chapter 9 49 Communications in the Workplace. By Frank Pendergrass, CETsr
Chapter 10 54 Communicating with Customers by Frank Pendergrass, CETsr
Chapter 11 58 Phone, Fax, and E-mail Etiquette by Chris Owens, CSS
Chapter 12 64 Using Social Media Responsibly by Randy Glass, MBA, CSS, CST, CIW, CCAI and Richard
Booth, FOI
Chapter 13 71 Techno-literacy and the Successful Employee by Al Lorentson, BS
Chapter 14 77 Safety by Dr. Robert (Bob) Ing, DSC, CESma; and Dick Glass, CETsr
Chapter 15 84 Independent Contract Status by Dick Glass, CETsr
Chapter 16 90 Record Keeping by Randy Glass, MBA, CSS, CST, CIW, CCAI
Chapter 17 96 Evaluating Your Performance by Randal Reusser, CETsr, CSM, MBA
Chapter 18 101 Employee Career Plans by Randal Reusser, CETsr, CSM, MBA

29
Chapter 19 106 Ethics by Tom Janca, CETsr, FOI
Chapter 20 111 Teams and Teamwork by Randy Glass, MBA, CSS, CST, CIW, CCAI
Chapter 21 116 Pride and Company Loyalty by Ed Bell, MBA, AAMS, CMFC, CSS
Chapter 22 121 Handling Emotions by Carolyn Carson
Chapter 23 126 Protecting Customer Values and Property by Dick Glass, CETsr
Chapter 24 131 Customer-Coworker Problems by Randal Reusser, CETsr, CSM, MBA
Chapter 25 137 Customer Service Techniques by Do’s and Don’ts by Tom Marler, CETsr
Overview
 I based my frame-of-reference training plan with the loyal soldier in mind. I want to keep costs down but wanted
strong basic training for early good habits and expectations along with higher work performances.
 As the textbook says, I was focusing on reducing costs and improving efficiency
 The customer service specialist national certification is a class I took at Gateway Technical College two years ago
and thought it was the best way to cover all the little and big problem areas related to customer service such as
talking to irate customers and/or phone etiquette. Table of Contents is included above
 I wanted to have a safety training to help avoid workers getting injured while working and related costs down. This
program also included the quiz completion certificate, advertisement is shown above
 I especially wanted to have the new hire trained on the company computers and get the Customer Service
supervisor involved in the training so he gets to know her before she starts
 I have had decided an appropriate probationary period is 90 days because extra time is needed to study and take
the Customer Service Specialist exam

30
TRAINING PLAN CHECKLIST
Name: Denise Neumann
Position: Customer Service Representative
Training Period Start: November 1st, 2015 End: January 1st, 2015
TRAINING TOPIC
INSTRUCTIONAL
OBJECTIVE(S)
DATE OF
TRAINING
(instructor &
learner initial)
DATE OF
DEMONSTRATION
(Supervisor - fill in "P" if
proficient, "MA" if
minimally acceptable" and
"N" if "Needs
Improvement")
ADDITIONAL
DEMONSTRATION DATE
(for items marked "MA" or
"N" )
Training on Customer
Service
To prepare and teach the
appropriate way for the
trainee to converse with
customers by telephone,
take orders, customer
complaints and handling
irate customers
Date: 12-1-2015_
Instr. Initial _SN__
Learner Initial _AM
Date: __12-1-2015______
Rating: __P_______
Supervisor’s Initial: _SN___
Date: __N/A________
Rating: __N/A_______
Supervisor’s. Initial: _SN____
Office Safety
PowerPoint Training
Program
To teach the trainee
proper safety habits and
to help avoid any future
work injuries
Date: _11-8-2015_
Learner Initial AM_
Date: _11-8-2015________
Rating: __P_______
Supervisor’s Initial: __SN__
Date: _N/A_________
Rating: _N/A________
Training on company
database
To teach the trainee
about the company
computer and the system
which includes the
customer information,
billing orders, taking
Date: _11-15-2015
Learner Initial _AM
Date: _11-15-2015_______
Rating: _P________
Supervisor’s Initial: _SN___
Date: _N/A_________
Rating: __N/A_______

31
payments and pricing
catalog items
Interpersonal Skills during Probationary Period (circle one & comment):
Proficient; Minimally Acceptable; Needs Improvement
Comments: Arthur Misiaszek has been great at listening to his coworker’s problems, transferring information
along to his peers and assisting with coworker’s who have been absent. It appears Arthur is engaged in close
relationships with his coworkers and supervisors.
RESULTS OF PROBATIONARY PERIOD REVIEW (circle one):
1. Move to Regular Status- Arthur has succeeded in the training session at a proficient level and will continue on
the job experience and learning until January 1st.
2. Continue Training Period until:
3. Insufficient progress during training period:
4. Transfer to:
5. Terminate:
Supervisor Signature: _Sean Neumann_________________________ Date: __11-20-2015_______________
Employee Signature: __Arthur Misiaszek_________________________ Date: ___11-20-2015______________

32
HRMGT 193
FINAL PORTFOLIO
THE GREAT OUTDOORS, PART 6 – A PERFORMANCE APPRAISAL PLAN
DENISE NEUMANN

33
Performance Appraisal Plan
PERFORMANCE STANDARDS
EmployeeName: Art Misiaszek
Job Title: Customer ServiceRepresentative
PERFORMANCE STANDARD Rating
(4,3,2, 1)
COMMENTS
Attendance-Up to 6 occurrences allowed per year
missed coming in to work
1
Art called in sick two times this period
and within the expectations. Art has
been on time returning to work after
breaks and lunch and clocks in on
time every day. No changes to this
standard. Exceeds expectations.
Length of Phones Calls-Average goal of length of
phone call time to be up to 5 minutes per call for
taking calls and/or complaints 2
The database reports show Art has
been exceeding the 5 minute
guidelines when taking complaints
from customers and taking an
average of 7 minutes. This response
time can be shortened by revisiting
the employee’s handbook for
retraining or new training with team
leader. Art has been using less than
the 5 minute guideline for taking calls
that are related to customers taking
orders and exceeding expectations in
this area. No changes to this
standard.

34
Safety-Follow safe work duties 100% of the time
as instructed from the safety training program
1
Art received and earned the
completion certificate for the Office
Safety PowerPoint Training Program.
He has been identifying and reporting
incidences. For example, last week
on October 27th, Art has noticed a
water spill on the vinyl flooring in the
break room and immediately handled
it. No changes to this standard.
Exceeds expectations.
Adapt to Change-Responds to change,
willingness to learn new ways up to 3 times per
week
3
There has been resistance to change
from Art and lack of supporting
change from surrounding workers in
the department. On September 13th,
2015 there was a meeting regarding
the new changes coming ahead such
as adding a 3rd shift in customer
support. Art had complained in the
meeting about not wanting to work
the new hours. Again on September
14th, 2015 Art had mentioned his
unwillingness to participate in 3rd shift
hours to his coworkers and
supervisor. On September 14th, 2015
the supervisory sat with Art and
explained how moving to the 3rd shift
will not be required. No changes to
this standard. Needs improvement.
Communication-Active listening, written and
verbal with at least 90% positive feedback from
coworkers, supervisors and customers
1
Art has shown clarity in his written
and verbal communication as well as
his listening skills. He has received a
95% in positive feedback from his
coworkers, supervisors and

35
customers. Looking into increasing
this standard. Exceeds expectations.
Efficiency-Accuracy in placing orders, meeting
deadlines and prioritizing workload by 90%
verified by recorded phone calls
2
There have shown to be some
mistakes in taking orders by
customers calling back with incorrect
orders. Art has been found in the
documentation to have transposed
the sales numbers on orders. This
gives Art a total of 84% accuracy on
both order taking sales amounts and
correct orders. Art will need to work
with the team leader for some new
training and review procedures in
employee handbook. No changes to
the standard. Needs improvement.
Problem Solving-Able to resolve conflict, seeking
employee handbook for resources to resolve
situations, able to analyze multiple options to
disputes without coming to supervisor more than
3 times per week
2
Art has been struggling to problem
solve. He has not turned to the
employee handbook when he has
questions and will come to the
supervisor at least 9 times each week
with problems already discussed and
reviewed in the employee handbook.
Training with the team leader and
reviewing the employee handbook
should help find the situation at hand.
No changes to the standard. Need
improvement.
Customer Service-Ability to receive 90% approval
rating from satisfaction surveys in customer
1
Art has outstanding customer service.
His service has received 97%
approval rating from our customers.
Art has also completed and passed

36
service the national certification for the
customer service support. No
changes to the standard. He has
exceeded expectations.
EmployeeComments: Under the length
of the phone calls categoryI don’t feel I
should have received a 2 is I exceeded
expectations.I deserve a 1. I disagree
with adapts to change category rating of
3. I feelI should have beenranked a 1
because I was less than the 3 times a
week performance standard.
Signatures:
Shelly Lambert Date: 10/22/2015
(Supervisor giving appraisal)
_Art Misiaszek_________Date:_10/22/2015__
(Employee – signature does not representagreement, only that
evaluation has been discussedwithemployee)
_Holly Casto ___________ _ _ Date:10/30/2015_
(Dept. Manager Review)
Narrative:
I am recommending the performance appraisals should be done quarterly. The months of January, April, July and
October will be the optimum time to make these evaluations due to the timing of the holidays and weather seasons. The
reason for this frequency is because the customer service representative is the first person the customer talks to and
makes the first impression for our company. Our company’s reputation depends on the service the customer service

37
representative makes. It is crucial these employees are trained and evaluated often to ensure they are aware of the
positive and negative performance while always striving to become customer driven and a high performing company. We
want on-going feedback to the employees. A parity based raise will be considered at the October review.
The customer service supervisor is going to be responsible for completing the appraisal form and conducting the
interview. The reason for this is the supervisor will be the one receiving the transferred calls from the unhappy customers.
The customer service supervisor also has the access to the database where the reports are implemented for the number
of calls and lengths of time of the phone calls when made and the recordings. The customer service supervisor is the one
who enters in the daily attendance for this position. The supervisor is also the one who is available for daily interaction
with this position and it is viewed as the most closely in line with the activity of the call center.
A customer service satisfaction survey is released quarterly at about 6 weeks prior to the creation of the quarterly
evaluations. All established customers for the last 3 months receive a postcard with a phone number and a follow up date
for contacting the customer for responses to our satisfaction questionnaire. All incoming results from the surveys are
received by an assigned team leader in the customer service representative department and collected with discretion. The
documented results from those surveys will be disclosed to the supervisor and used for the next quarterly evaluation.
There will need to be a blank evaluation for the employee to complete and return to the supervisor about two
weeks before the review takes place. The evaluated employee can be scheduled for this review at least one week in
advance. The employee’s self-evaluation should be included as a source when the supervisor makes the final evaluation
as well as input from the team leader. The review needs to take place in an enclosed room for complete privacy in
disclosure. The appraisal interview should take approximately 45 minutes in length to ensure feedback is complete and
time for questions and future planning is discussed.
Overview:
I completed the performance appraisal with standards itemized as the most important aspects of the customer
service representative position. I have based the appraisal in this way for the following reasons:
 Attendance-6 times a year for calling in absent is considered generous. This should be plenty of time if an
employee comes down with more than one illness in one year. I know of other places with only 3 per
year. These are also paid days off.
 Length of phone calls-making phone calls simple and quick in addition to moving on to taking another
phone call from another customer is critical in generating revenue for the company and needs to be
reviewed often. I also wanted to try an example of a primacy rating error.

38
 Safety-safety is always important. The consequences to poor safety habits in the workplace are
devastating to a company financially. Lawsuits and workers compensation claims can have no mercy if an
employee becomes injured.
 Adapting to change-I wanted to provide an example of absolute measures for a future parity based raise.
Since most people don’t like change I thought it would be a great way to rate an employee’s behavior on
how they are forced to handle something they might not like.
 Communication-this standard is crucial to the customer service representative position and is the basis
for other standards. It’s a must have.
 Efficiency-accuracy is a strong part of the customer service representative position and would affect the
company’s revenue. I chose 90% as the rate because in school a score over 90% is considered excellent.
 Problem-Solving-I thought this was another behavior where an employee can show strengths above his
coworkers. This standard shows maturity and willing to work hard independently instead of taking the
easier way of asking higher authority questions constantly. It will help the employee develop decision
making skills too.
 Customer Service-This standard is obviously one of the most important qualities of the position and
should be reviewed and monitored often for that reason. A customer should feel happy and content after
placing an order with The Great Outdoors.

39
HRMGT 193
FINAL PORTFOLIO
THE GREAT OUTDOORS, PART 6 – A COMPENSATION PLAN
DENISE NEUMANN

40
The Great Outdoors Compensation Program
Narrative:
1. “How is Employee Compensation Strategic”? Based on The Great Outdoors profile explains the company’s
general philosophy towards employee wages and benefits.
According to the company profile, The Great Outdoors has emphasized employee training and an above average
wage and benefits package. They wish to reduce the staff turnover that comes from the current, competitive job
market. The company plan for the Customer Service Representative is the “loyal soldier compensation package”.
This means internal equity with a cost strategy. There will be a uniform reward system which means to offer similar
compensation to all employees and in addition we strive for a relational commitment. We want the employees to
feel loyal to The Great Outdoors based to social ties on top of the financial connection.
2. In what ways would The Great Outdoors use its Total Compensation plan to keep and motivate employees?
 Competitive and higher end base wage to match the company profile
 Profit sharing
 Merit pay increases
 Shift premium for future 3rd shift plans
 Stock options
 Generous employee benefits

41
Wage Program:
1. Based on the above wage and salary information, establish the base wage range (minimum, mid-point, and
maximum) The Great Outdoors will pay for this position. Indicate whether it will be paid on an hourly or salaried
basis. Explain why you feel this rate and pay basis is appropriate for the position. Include the following:
a. Wherever possible, indicate comparisons for the Milwaukee area.
b. What could explain any major discrepancies between the sites?
a. Salaries are compared as much in the Milwaukee area as possible.
b. The main discrepancies I could determine were how much in the Milwaukee and surrounding area was
used.
Website Minimum Mid-Pont Maximum
www.salary.com 11.58/hour 15.00/hour 18.13/hour
http://www.careerinfonet.org/wages2 10.56/hour 16.55/hour 25.97/hour
http://www.bls.gov/ooh/office-and-
administrative-support/customer-
service-representatives.htm
9.38/hour 14.70/hour 24.00/hour
http://worknet.wisconsin.gov 11.44/hour 17.12/hour 19.96/hour
http://www.indeed.com/salary 8.65/hour 11.05/hour 22.11/hour
The Great Outdoors Wages 10.32/hour 17.88/hour 22.03/hour

42
2. Identify whether your position is “exempt” or “non-exempt” based on FLSA standards. Explain how you came to this
conclusion.
This Customer Service Representative position is “non-exempt” based from Equal Rights Publication ERD-13109-P
and what was advertised in the job posting. There will be overtime pay for hours worked more than the 40 hours a
week at a rate of time and a half. The position is considered non-exempt because the position does not fall under
the: 1. Executive exemption
2. Administrative exemption
3. Professional exemption or
4. Outside Sales exemption
3. Explain how often employees in your project position will be eligible for pay raises and how the amount of raise will
be determined.
As mentioned in the performance review, a parity based raise will be considered at the October review. This is an
individual incentive type of payment where the employee is rewarded with financial compensation based and linked
on personal performance. The amount of the raise will be determined by rating on the performance reviews. At
least 70% of the employee’s performance review needs to rate a meet or exceed expectation to earn the average
annual raise.
According to the Society for Human Resource Management, "average base pay increases for 2014 will remain at 3
percent for the second year in a row in the U.S.—roughly one percentage point below pre-recession levels—
according to the seventh annual Compensation Planning Survey by Buck Consultants. However, more
employees are likely to receive less than 3 percent than receive more than 3 percent due to greater pay
differentiation based on performance..."
http://humanresources.about.com/od/salaryandbenefits/a/salary_savvy.htm
I’m going to follow the survey from Society for Human Resource Management to determine the amount of raise will
be used for the Customer Service Representative. The going raise rate will be about 3% at this time.

43
4. Would The Great Outdoors pay ranges be above, below or at the prevailing community rates? Why?
The Great Outdoors philosophy is an above average wage and benefits package so I feel it’s fitting to start the
Customer Service Representative position at an above the prevailing community pay rate. I see this position be to
a critical first impression to our company and wish to retain the best employees we can afford.
Benefits Program:
Type of Benefit Who is eligible
for benefit and
when
Legally Required Discretionary Who Pays and
How Much - %
Based
Provide specific
details on the
benefit
Health
Insurance
Full Time
Employees after
completing the
90 day
probationary
period
Yes No Employer pays
90% of the
monthly
premium
Employee pays
10% of the
monthly
premium
Anthem/Blue
Cross Blue Shield
- $500/individual
($1,000/family)
annual deductible
Dental
Insurance
Full Time
Employees after
completing the
90 day
probationary
period
No Yes Employer pays
90% of the
monthly
premium
Employee pays
10% of the
monthly
premium
Delta Dental PPO
network-
$50/individual
($150/family)
annual deductible
Vision
Insurance
Full Time
Employees after
completing the
90 day
90% of the
monthly
premium
VSP- $10/exam in
network, 100%
coverage less
copay

44
probationary
period
Employee pays
10% of the
monthly
premium
Social Security
and Medicare
Full Time
Employees after
completing the
90 day
probationary
period
Yes No Employer and
Employee pay
7.65% of wages
totaling 15.3%.
SS is 7.65% and
Medicare is 1.45%
for both parties
Unemployment
Insurance
Full Time
Employees after
the first week of
wages begin
Yes No Paid 100% by
Employer
Minimum weekly
benefit of $54 and
maximum benefit
of $370
Workers
Compensation
Full Time
Employees
starting
immediately
Yes No Paid 100% by
Employer
Payment
determined after
meeting eligibility
by claim adjuster
Family Medical
Leave Act
Full Time after
completing work
for at least 12
months and has
at least 1,250
hours of service
for the employer
during the 12
month period
immediately
preceding the
leave
Yes No Not paid by
either Employer
or Employee
Wages are not
required for time
off

45
for benefit and
when
How Much - %
Based
Provide specific
details on the
benefit
COBRA Full Time
Employees after
completing the
90 day
probationary
period
Yes No Employee pays
105% of monthly
premium
Anthem/Blue
Cross Blue Shield
- $500/individual
($1,000/family)
annual deductible
Voluntary
AD&D
Insurance Plan
Full Time
Employees after
completing the
90 day
probationary
period
No Yes Employee pays
100% of weekly
premium
$25,000
increments
($300,000
maximum/$25,000
minimum)
Basic Life
Insurance
Full Time
Employees after
completing the
90 day
probationary
period
100% of weekly
premium
2 times basic
annual earnings
$50,000
minimum,
$400,000
maximum
Supplemental
Employee Life
Insurance
Full Time
Employees after
completing the
90 day
probationary
period
No Yes Employee pays
100% of weekly
premium
1-4 Times basic
annual earning,
$750,000
maximum
Basic AD&D
Insurance
Full Time
Employees after
completing the
90 day
probationary
period
100% of weekly
premium
2 Times basic
annual earnings,
$50,000
minimum,
$400,000
maximum

46
for benefit and
when
How Much - %
Based
Provide specific
details on the
benefit
Flexible
Spending
Accounts
Full Time
Employees after
completing the
90 day
probationary
period
No Yes Employee
contributed up to
$500 of pre-taxed
dollars each plan
Two Flexible
Spending
Accounts (FSA)
Accounts- Health
FSA & Dependent
Day Care FSA
Both
administered by
Pay Flex
401(k) Plan Full time
Employees after
completing 30
days of
employment
No Yes Allows employee
to contribute 1%
to 50% of pay, up
to IRS
maximums
($17,500 in 2014)
Catch up
contributions if
age 50 and older,
up to IRS
maximums
($5,500 in 2014)
Company match
of 50% on the
first 8% saved
100% immediate
vesting on
Company match
Administered by
Transamerica
Automatic
enrollment for
newly hired
employees at 5%
of pay

47
for benefit and
when
How Much - %
Based
Provide specific
details on the
benefit
Paid Vacation
Days
Full time
Employees after
completing 30
days of
employment
No Yes Employer paid at
100%
Up to 5 paid days
off for vacation
for first 3 years of
employment
Up to 10 paid
days off for
vacation for 3-10
years of
employment
Up to 15 days off
for vacation for
10-15 years of
employment
Up to 20 days off
for vacation for
15 years and over
of employment
Paid Floating
Holidays
Full time
Employees after
completing 30
days of
employment
100%
Up to 3 paid days
off as floating
days to be used
by the end of
each calendar
year
Paid Sick Days Full time
Employees after
completing 30
days of
employment
100%
Up to 6 paid days
off per calendar
year for employee
illness

48
for benefit and
when
How Much - %
Based
Provide specific
details on the
benefit
Company
Product
Discounts
Full time
Employees after
completing 30
days of
employment
No Yes Employee
Discount
50% Discount on
all The Great
Outdoor products
at any time
during
employment
Disability
Insurance
Full Time
Employees after
completing the
90 day
probationary
period
No Yes Employer Paid at
100%
Short term
disability
reviewed by
Liberty Mutual
Bereavement Full time
Employees after
completing 30
days of
employment
100%
Up to 4 paid days
off for death of
immediate family
to employee-
parents,
grandparents,
brothers, sisters,
in-laws, children,
nieces and
nephews
Holidays Full time
Employees
starting
immediately
100%
Paid Holidays
include New
Year’s Day,
Memorial Day,
Independence
Day, Labor Day,
Thanksgiving,
Day After

49
Thanksgiving,
Christmas Eve,
Christmas Day,
New Year’s Eve
each Calendar
Year
Tuition
Reimbursement
Plan
Full Time
Employees
completing 6
months of
employment
100%
Courses must be
directly related to
the employee’s
current job, an
advanced
position within
the company, or
an identifiable
career path within
the company in
order to qualify
for
reimbursement.
1. Explain your logic for creating your benefits program for eligible employees of The Great Outdoors. Include information
from your textbook.
I based my benefits program to eligible employees for The Great Outdoors by past employee experience from other
employers, most popular benefit offers from competitors and employee requests. The strategy is to attract and retain
employees. I wanted to offer several pay without work benefits and at least one lifestyle benefit for variety and attract
employees with different interests.
2. Would The Great Outdoors benefit plan be minimal or generous in terms of type of benefits and who pays? Why?
It is The Great Outdoors plan to offer generous type of plans and they are offering to pay for well over 80% in almost
all benefits. The strategy is to attract and retain good employees under the loyal soldier compensation package for

50
long term employment. It is also the plan to be top competition among surrounding employers again for employee
retention.
3. Describe any incentive plans that employees would be eligible for. If they would not be eligible for any incentive plan,
why not?
Employees are eligible for merit raises; research show companies who offer merit pay increases have higher
productivity. In order for this to motivate the employees, the merit needs to represent performance. Employees are
happier with their raises when seen as a result of their high contribution.

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