This document outlines the procedures for a tiered compensation program for Direct Support Professionals (DSPs) at a center. It describes four levels of DSP roles tied to salary increases. DSPs can request to be considered for advancement to the next level each October by meeting qualifications like training requirements, performance reviews, and tenure. The program manager submits a request form and documentation to HR for approval and processing of any pay increase. An appeals process is available if a request is denied.
I create themes for each PeopleSoft module roll-out. The theme for the Employee Talent Management presentation was "Who's driving your career?" It was well received and connected with our workforce.
This document is Operational Performance Report Template. ItGrazynaBroyles24
This document is Operational Performance Report Template.
It is part of the supporting assessment resources for Assessment Task 4 of BSBMGT517.
Assessment Task 1
1.1.
The purpose of strategic plan is to help the business determine the best way to achieve the future ambitions by connecting the mission and the vision. The operational plan is used to outline the activities and the targets that must be carried out for the organization to achieve the set objectives within the short-term. It helps the organization to achieve its operational objectives by providing a framework for the day-to-day operations within a period of one year.
1.2.
The operational plan modelled for use by the organization as a whole can be used again and again. However, an operational plan that is for a particular goal or department can only be used to address the one-time project or event.
1.3.
The operational plan can be developed by the strategies method where the organization lays out the approaches that are necessary to achieving the given goals. It can also be developed using the actions approach where the right steps to achieving the objectives is set.
1.4.
A budget is used to provide a practical model on how the business is supposed to perform financially. It stipulates the strategies and events that when carried out can be used to enhance performance using the available resources. A budget forecasts income and the expenditure and hence the profitability of a venture.
1.5.
Budgeting processes are the financial planning approaches a company takes to ensure it remains profitable. The typical approaches are top down approach which is where the budgeting decisions are taken solely by the senior management. The bottom up approach is where the budgeting decisions are first made at the departmental level before the senior management can take the final decision.
1.6.
KPI helps the organization to define and measure the progress towards the set organizational goals. It is a tool that ensures that the poorly performing areas or where the KPI goals are not being met are improved. Therefore, using KPI it is easier to understand the trajectory of a company in terms of performance.
1.7.
Chaotic approaches
Ad hoc approaches
Frameworks
Methodologies
1.8.
Balanced scorecards are designed to provide a framework that is used to manage resources. The balanced scorecard with KPI can either take the financial, customer, internal process, and learning and growth perspectives. Using KPI balanced scorecard can help drive the operating efficiency and hence improve performance.
1.9.
Benchmarking is the process of measuring the performance of a business against a competitor. It helps to identify the specific areas of opportunity to enhance the competitiveness of a business. It helps to set the standards of operation through scientific and business methods to benefit the business.
1.10.
PCBU is a person usually an employer who has a primary duty of care and to ensure that the health ...
Generally, a lot of learning and development professionals are constantly questioned on the Impact of their training on business, this report is an attempt to bring answers to those questions and also provides a platform for measurements across different stages of learning. These impacts are visible but one needs to quantify the same in numbers.
So here is the report of a Behavioural Training Impact for a Value Fashion Retail Business.
This report quantifies all the 4 levels of Kirkpatrick Model of Training Impact. Hope it gives a platform for some more creative reports on Impact of L & D.
You can inbox me for queries related to your learning and development needs
Happy Learning !!
Shameer Patka
I create themes for each PeopleSoft module roll-out. The theme for the Employee Talent Management presentation was "Who's driving your career?" It was well received and connected with our workforce.
This document is Operational Performance Report Template. ItGrazynaBroyles24
This document is Operational Performance Report Template.
It is part of the supporting assessment resources for Assessment Task 4 of BSBMGT517.
Assessment Task 1
1.1.
The purpose of strategic plan is to help the business determine the best way to achieve the future ambitions by connecting the mission and the vision. The operational plan is used to outline the activities and the targets that must be carried out for the organization to achieve the set objectives within the short-term. It helps the organization to achieve its operational objectives by providing a framework for the day-to-day operations within a period of one year.
1.2.
The operational plan modelled for use by the organization as a whole can be used again and again. However, an operational plan that is for a particular goal or department can only be used to address the one-time project or event.
1.3.
The operational plan can be developed by the strategies method where the organization lays out the approaches that are necessary to achieving the given goals. It can also be developed using the actions approach where the right steps to achieving the objectives is set.
1.4.
A budget is used to provide a practical model on how the business is supposed to perform financially. It stipulates the strategies and events that when carried out can be used to enhance performance using the available resources. A budget forecasts income and the expenditure and hence the profitability of a venture.
1.5.
Budgeting processes are the financial planning approaches a company takes to ensure it remains profitable. The typical approaches are top down approach which is where the budgeting decisions are taken solely by the senior management. The bottom up approach is where the budgeting decisions are first made at the departmental level before the senior management can take the final decision.
1.6.
KPI helps the organization to define and measure the progress towards the set organizational goals. It is a tool that ensures that the poorly performing areas or where the KPI goals are not being met are improved. Therefore, using KPI it is easier to understand the trajectory of a company in terms of performance.
1.7.
Chaotic approaches
Ad hoc approaches
Frameworks
Methodologies
1.8.
Balanced scorecards are designed to provide a framework that is used to manage resources. The balanced scorecard with KPI can either take the financial, customer, internal process, and learning and growth perspectives. Using KPI balanced scorecard can help drive the operating efficiency and hence improve performance.
1.9.
Benchmarking is the process of measuring the performance of a business against a competitor. It helps to identify the specific areas of opportunity to enhance the competitiveness of a business. It helps to set the standards of operation through scientific and business methods to benefit the business.
1.10.
PCBU is a person usually an employer who has a primary duty of care and to ensure that the health ...
Generally, a lot of learning and development professionals are constantly questioned on the Impact of their training on business, this report is an attempt to bring answers to those questions and also provides a platform for measurements across different stages of learning. These impacts are visible but one needs to quantify the same in numbers.
So here is the report of a Behavioural Training Impact for a Value Fashion Retail Business.
This report quantifies all the 4 levels of Kirkpatrick Model of Training Impact. Hope it gives a platform for some more creative reports on Impact of L & D.
You can inbox me for queries related to your learning and development needs
Happy Learning !!
Shameer Patka
2. The DSP Tiered Program
The Center’s ability to continue this
program each year will be dependent
upon available funding which is generated
by cost savings every year.
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3. DSP Tiered Compensation Procedure
WHEN
◦ The cycle to be considered for a DSP promotion will begin in
October and end the following October.
◦ During this 12-month period the DSP will have the opportunity
to meet the qualifications for the next DSP level.
◦ New employees who start after October or have not worked
for a 12-month period will be eligible for the tiered
compensation beginning the first October on the calendar
once they have been here 12 months.
◦ EXAMPLE: If someone started on July 1st they will need to be
employed for 12 months (July to July) and then will be eligible
the coming October which will be a total of 15 months)
4. FOUR LEVELS OF DSP’s
4 Levels tied to a Salary Increase
◦ a) Zero to 1yr – DSP # 1 (Green)
◦ b) Year two – DSP # 2 (Blue)
◦ c) Year Three – Year Four – DSP #3 (Silver)
◦ d) Year Four – Year Five – DSP #4 (Gold)
5. DSP TIERED COMPENSATION POLICY
◦ For Full Time, regularly scheduled Direct Support Professionals (Residential, Day, and Work)
◦ Recognizes and rewards and inspires longevity, skill and experience over time.
◦ Supports professional goals
◦ Seek the DSP Level they are most comfortable with and meets their professional goal
7. Existing Employees
◦ Remain in current DSP#1 pay until after one year
◦ Eligible to move into next category after one year of service in
October
◦ All employees are required to meet all the requirements
associated with each level to move to the next level
◦ The process repeats itself until they reach DSP#4
◦ No employee may jump two levels in any one year period
◦ All employees must follow the sequence and requirements for
each level
◦ There is no guarantee that employees will be able to move to
the next level each year
◦ Progress depends on each employee meeting all the
requirements for each level
8. New Employees
◦ Compensated at the base salary for the
DSP#1 position
◦ After first year – eligible to move into the
next category in October
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9. Request for DSP Advancement
◦ Employee Name: ___________________________ Date: _________________
◦ Email: __________________________________________________________
◦ Phone #: _________________________________
◦ I would like to request to be considered for DSP Advancement: (Please check appropriate box)
◦ DSP #2 _____ DSP #3 _____ DSP #4 _____
◦ Employee Signature: ___________________________________________
◦ * Please submit request to your Program Manager
10. How to be
Considered
◦ Employees who feel that they qualify for DSP
advancement must complete a “Request for
DSP Advancement to be considered
◦ Employees will be evaluated by their
supervisor each year during the month of
October to assure that they are eligible for
the next level.
11. DSP #2 Qualifications
- $1.25 Increase
1. One Year favorable review
2. Current with all Training
3. No Disciplinary Memo
4. Favorable progress on work improvement
plan
5. Favorable feedback from individual /
guardian
6. Recommendation from Manager / Director
7. Completed the following E-Learning courses:
a. DSP –Contemporary Best Practices
b. DSP- Applying ethics in everyday work
c. Practicing confidentiality
d. Understanding Teaching
e. Teaching Strategies
f. Overview of person centered planning
8. Demonstrates the following
a. Person Center Care
b. Flexibility / Hours
c. Teamwork
d. Customer Service
12. DSP #3 Qualifications - $1.50 increase
1. Two Years favorable review
2. Current with all Training
3. No Disciplinary Memo
4. Favorable progress on work improvement
plan
5. Favorable feedback from individual /
guardian
6. Completes NADD / CESP Coursework
7. Recommendation from Manager / Director
8. Acts as mentor for one (1) DSP.
9. Demonstrates:
a. Person Centered Care
b. Flexibility / Hours
c. Teamwork
d. Customer Service
e. Takes Initiative
13. DSP #4 Qualifications
– $1.75 Increase
1. Three Years favorable review
2. Current with all Training
3. No Disciplinary Memo
4. Favorable progress on work improvement plan
5. Favorable feedback from individual / guardian
6. Completed NADD coursework
7. Recommendation from Manager / Director
8. Complete the following E-Learning Courses:
a. Service & supports by life stages
b. Life stages and quality of life
c. Family network
9. Acts as mentor for two (2) DSPs.
10. Completes CLC Leadership Academy
11. Demonstrates:
a. Person Centered
b. Flexibility / Hours
c. Teamwork
d. Customer Service
e. Takes Initiative
14. Program Manager Responsibilities
The Program Manager will
submit an ESF form along
with supporting
documentation to request
a DSP to be promoted to
the next DSP level.
The Program Director will
review the request and
provide final written
approval (signature).
15. Human Resources
The request will be submitted to Human Resources who will review the request to assure
that it has all the supporting documentation to initiate the request
◦ The HR Department will request a new employee badge for the employee from IT
◦ The HR Department will process the ESF form for the pay adjustment.
◦ The HR Department will notify the Program Manager by email whether or not the employee
qualifies for the promotion.
16. The Program Manager
• The Program Manager will communicate in writing to the DSP whether they have been promoted to the
next DSP level or not.
• A copy of the letter will be placed in the employee’s personnel file.
17. Denied
Request
If a DSP who has requested to
be considered for a DSP
promotion and is denied the
request, he or she will have
the opportunity to appeal
that decision
19. Coach Employees to
Success
The purpose of this program is to recognize and incentivize
DSP’s who are doing a great job and are committed to
providing quality services.
This is intended to provide a positive experience that
recognizes the accomplishments that have been made over
a year.
Occasionally, there may be a circumstance that a DSP
request for consideration may be denied that they do not
agree with.
20. Appeal Process
In order to assure a fair and objective approach to this process, the DSP is able to
appeal such a decision. The following steps should be taken when making an appeal:
1) Submit a written request to the Vice President of the Program with an explanation
and if available supporting documentation as to why the decision should be
overturned.
2) The Vice President of the Program will review the request. This may include
reviewing the personnel file, reviewing other documentation, meeting with the
Manager, Director as well as the employee who be making the appeal. This process will
take approximately 30 days to complete.
3) Upon completion of the review the Employee who initiated the appeal will receive a
written response to the appeal either overturning the decision or upholding the
decision with an explanation how that decision was made. The decision from the Vice
President of the Program is final and there are no other appeal options. A copy of the
written response as well as initial appeal will be kept in the employees’ personnel
record.
This Photo by Unknown Author is licensed under CC BY