(1) This form provides a goal-setting and self-assessment process for associates to determine goals, assess progress, and evaluate performance. (2) Associates set strategic and developmental goals using the SMART method and submit them to their manager for review twice annually. (3) At year-end, associates assess their performance on goals and competencies using a 5-point rating scale and provide an overall self-rating.
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
THE ROLE OF ISO STANDARDS IN KENYA'S ECONOMY Boniface Maina
To participate effectively in global trade, African countries must develop the capacity to meet international standards. This, in itself, is a formidable challenge (Wilson J.S. and Abiola V.O., 2003). Kenya has to surmount this challenge in order to achieve sustainable double ‐ digit growth in its economy as envisaged in the economic blueprint (Kenya Vision 2030).
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
THE ROLE OF ISO STANDARDS IN KENYA'S ECONOMY Boniface Maina
To participate effectively in global trade, African countries must develop the capacity to meet international standards. This, in itself, is a formidable challenge (Wilson J.S. and Abiola V.O., 2003). Kenya has to surmount this challenge in order to achieve sustainable double ‐ digit growth in its economy as envisaged in the economic blueprint (Kenya Vision 2030).
I create themes for each PeopleSoft module roll-out. The theme for the Manager Talent Management presentation was "The ROAD to Employee Engagement" and a logo was added to communications, etc.
Final Assignment
Final Assignment
3
Company Address?
Date?
Inside Address?
Salutation?
Phoenix Advertising is a company established in North Carolina. According to the information given, it is evident that your branch is facing a number of challenges, which need to be attended to with immediate effect. Recently, two top management employees have left the company to join a competing firm; others are also threatening to leave the company.
Background
From the reports evaluated, there are factors that are leading to reassignment of the employees to rival companies. From the case scenario presented, it is evident that the top management fails to involve the junior employees as make most of the important decisions without consulting them. When the employees feel left out, they hardly perform, as they feel ignored most of the time. Secondly, the company focuses on increasing their levels of profitability. Hence, it is taking a lot of work from all potential clients without necessarily evaluating the accounts and the workload. This causes the employees responsible for working for ling hours with minimal compensation. In my opinion, this could be the reason for low morale and decrease in production.
Firstly, there is weak leadership, which fails to involve employees at all levels in the company. This can be seen from the way the management take lots work from all different clients without necessarily evaluating the accounts and workload. Secondly, there is poor communication between all levels. The top management does communicate with junior employees, and it fails to encourage their work and efforts. This is the reason they end up editing their work without consulting them. Further, the company is contracting more clients than it can handle with the current personnel.
The top management of the company should embrace real leadership and administration. To be precise, the management should and must effectively communicate with employees on all their levels. This could be achieved best by outlining their roles and responsibilities. It should also provide better means of evaluation and reporting of every employee. The heads of various departments should also work closely with their employees at make any changes in their works with their consultations in order to value their efforts at different levels (Schein, 1985).
Further, due to the increased volumes of workload, the management should also offer enough compensation to all employees by paying them for any overtime work from them. This could be achieved by improving the terms of the contract. Additionally, the company should provide an excellent working environment where the employees are comfortable. The management should also aim at improving human capital through ore training and development. This is because in the world of advertising, technology is changing the dynamics day by day. A specific timeline should be set in order to e ...
Assessment 1 – Case Study Project Overview and context You.docxgalerussel59292
Assessment 1 – Case Study
Project Overview and context
You receive an email from Mary Johns, Managing Director of Business Operations.
Subject: Improving team effectiveness Hello,
As we move into the new financial year, we have many challenges to address in order to meet our business goal of 15% growth. One strategy I would like to implement is to improve team effectiveness at the outlet level.
Our current approach is to leave the management of outlet teams to the outlet managers. This will still be the case, but I would like all outlet managers to go through a process of documenting the approaches, methods, strategies and plans that they will use in leading and managing their teams.
This process of documentation will allow the outlet managers to formalise their approach to team leadership and use this documentation as a framework to evaluate their team leadership performance. It will also allow the organisation, as a whole, to learn what is and isn’t working and to improve our leadership skills.
Please refer to the tasks you are required to do. These tasks relate to how you, as the outlet manager, will lead and manage the effectiveness of your team through the implementation of our current operational plan.
I look forward to discussing this during our meeting (roleplay) where you will go over your report with me and your team members.
Regards,
Mary Johns
Managing Director: Business Operations
Tasks
1. Prepare a briefing document that outlines your understanding of (a) the team purpose, (b) roles, (c) responsibilities and (d) accountabilities in accordance with organisational goals, plans and objectives.
This document should be appropriate to distribute to team members as a consultation process to establish a common understanding.
2. Using the Performance and Development Plan template, prepare a six-month performance plan to establish (a) the expected outcomes, (b) outputs, (c) key performance indicators (KPIs) and (d) goals for the retail team. You may need to conduct additional research to determine realistic KPIs.
3. Outline the strategies you will use to support team members to meet their KPIs over the next six months.
These strategies should address any formal and informal learning requirements and may be in the form of an action plan.
4. Outline the strategy you will use to ensure team members have an input into the planning, decision- making and operational aspects of their work.
5. Outline the strategies you will use to encourage team members to participate in and to take responsibility for team activities, including communication processes, and to raise any issues or concerns.
6. XYZ currently has no policies or procedures around allowing and encouraging employees to take responsibility for their own work and to assist others to perform their roles and responsibilities within the team.
Prepare a draft policy and set of procedures that would achieve this. It may be relevant to utilise information that has already.
Case study The company director has requested that your HR deparMaximaSheffield592
Case study
The company director has requested that your HR department provides a report to senior management at their forthcoming annual meeting to show how evidence-based practice approaches can be used to inform sound decision-making on people practices and business-related matters. Your departmental manager has asked you to provide this report.
In addition, for the second part of the report, you have been asked to provide them with examples that demonstrate how people practitioners gain understanding and insight through interpretation of data. Report: Part one
You are required to prepare a report to senior managers at their forthcoming annual meeting. The report needs to:
· Provide evaluation of the concept of evidence-based practice and assess how evidencebased practice approaches can be used to provide insight to support sound decision-making and judgments for people practitioners across a range of people practices and organisational issues. (1.1)
· Provide evaluation of one appropriate analysis tool and one method that might be applied by organisations to recognise and diagnose current and future issues, challenges, and opportunities. (1.2)
· Explain the main principles of critical thinking and describe how these might apply to individual and work colleagues’ ideas to assist objective and rational debate. (1.3)
· Assess a range of different ethical theories and perspectives and explain how understanding of these can be used to inform and influence moral decision-making. (1.4)
· Explain a range of approaches that could be taken by people practitioners to identify possible solutions to a specific issue relating to people practice. (2.3)
· Appraise one approach an organisation can take to measure financial and non-financial performance. (3.1)
· Explain how a variety of people practices add value in an organisation and identify a range of methods that might be used to measure the impact of a range of people practices (3.4)
Report Part two: Data analysis and review
Section two of the report needs to showcase to senior managers how people professionals use and analyse data on people practices.
1. Below is the data of labour turnover across three departments over a five-year period.
Year
Administration
Total in department = 32
Drivers
Total in department = 141
Production
Total in department = 385
2016
4
21
39
2017
2
18
54
2018
8
32
82
2019
12
16
80
2020
9
32
112
The costs for recruiting an employee up until 2018 was £2065 however this rose to £3012 from this date onwards.
· Present the costings for each year across each of the three departments.
· Represent the turnover per year as a percentage of the total number of employees in each department.
2. Presented below are two sets of data that has been collected from two departments during exit interviews. Table 1 shows the feedback that has been elicited from employees in production and table 2 is from payroll.
· Review and analyse t ...
Similar to Annual Review - Jonathan Fuller - 2014 (20)
Case study The company director has requested that your HR depar
Annual Review - Jonathan Fuller - 2014
1. UFP Technologies Goal-Setting & Self-Assessment Form: Tier 2 - 2014
Associates
Purpose: This form is intended to provide the opportunity for managers and associates to determine the goals for the upcoming year, identify any
changes to goals mid-year, and for associates to assess their performance at year-end.
Parts A & B - Strategic & Developmental Goal-Setting:
Planning: Enter your strategic and developmental goals for the upcoming year. Goals are to be written using the S.M.A.R.T. Method. Set goals that
are:
S Specific M Measurable A Attainable R Relevant T Timely
Submit to your manager for review by Feburary 15, 2014. If applicable, update your goals per your manager’s feedback. Minimum amount of
goals: 1 strategic & 1 developmental. Maximum amount of goals: 3 strategic and 1 developmental.
Check-In: Meet with your manager to discuss any changes, progress, and/or updates to your goals. If applicable, update your goals per your
discussion. Submit to your manager by August 30, 2014.
Assessment: Provide feedback on the status of your goals, and choose the applicable rating (All goals must be rated) for each goal per the
review scale below:
Exceptional (5):
Performance far exceeded expectations and position requirements. The highest level
of job performance was exhibited. All goals and objectives were exceeded.
Exceeds Expectations (4):
Performance consistently exceeded the standard level. Job performance was clearly
more than satisfactory, surpassing position requirements. Accomplished all goals and
objectives, with most being exceeded.
Meets Expectations (3):
Performance was solid and position requirements were consistently fulfilled. Most
goals and objectives were met, with some being exceeded.
Improvement Needed (2):
Performance was inconsistent with regards to satisfying job requirements, and
improvement is needed in multiple areas. Multiple goals and objectives were not met,
or were not met within a reasonable or agreed timeframe.
Unsatisfactory (1):
Performance did not meet expectations or satisfy job requirements, and major
improvement is needed in most areas. Majority of goals and objectives were not met,
or were not met within a reasonable or agreed timeframe.
Not Applicable (0):
This item does not apply (i.e. associate is a mid-year hire and cannot be accurately
assessed).
Part C – Signatures: Signatures will be required during the Planning and Check-In stages. Sign the form and submit to your manager. Once your
manager has signed the review, keep a copy of the form for your record. You will acknowledge the review at year-end electronically via the HR
portal.
Part D – Competencies: Competencies are the knowledge, skills, and abilities required to perform a job. Choose the applicable rating for each
competency using the above scale and provide comments as appropriate at year-end.
Part E – Strengths & Opportunities and General Comments:
Strengths and Opportunities: At year-end, take a moment to highlight areas where you felt you excelled, and those that need to be improved
upon or focused on for the upcoming review period.
General Comments: If desired, you can provide additional remarks on your performance in this section.
Part F – Overall Rating: Select the applicable overall rating for yourself based on your performance with regards to strategic and developmental
goals as well as competencies.
Submit the completed self-assessment and draft goals to your manager by February 15, 2015.
2. Goal 1
End of Year: Assessment
Comments: Jon processed 5 pallets of recycleable material including breaking down PCs, removing drives, and documenting them. Jon has
done a really good job salvaging PCs and Laptops by reusing parts so that they can still be used and put back into produc tion.
Not Applicable (0) Unsatisfactory (1) Improvement Needed (2) Meets Expectations (3)
Exceeds Expectations
(4)
Exceptional (5)
Goal 2
End of Year: Assessment
Comments: Jon had to develop a method in which to derive usable metrics from the Helpdesk system
Not Applicable (0) Unsatisfactory (1) Improvement Needed (2) Meets Expectations (3)
Exceeds Expectations
(4)
Exceptional (5)
Review Period:1/1/2014
to 12/31/2014
Associate’s Name: Jonathan
Fuller
Position Title: Helpdesk
Technician
Manager’s Name: Christopher Simmons
Beginning of Year: Planning Mid-Year: Check-In
Strategic Goal Measure of Success Comments Explain Any Change Measure of Success Comments
lTo process old IT
equiment and ensure
no corporate data
contained within
equipment
Old equipment will be
documented in
helpdesk system
Hard disk erasures
will be recorded in
helpdesk system
Document from
recycler will be
obtained
No Change
Beginning of Year: Planning Mid-Year: Check-In
Strategic Goal Measure of Success Comments Explain Any Change Measure of Success Comments
lTo develop helpdesk
trends and suggest
actions to be taken to
address any trends
found
This goal will be
measure by reports
and trends
discovered as well as
any action taken
No Change
3. Goal 3
End of Year: Assessment
Comments: Jon completed this goal
Not Applicable (0) Unsatisfactory (1) Improvement Needed (2) Meets Expectations (3)
Exceeds Expectations
(4)
Exceptional (5)
Developmental Goal
End of Year: Assessment
Comments: Complete. Attended 4 cross train classes.
Beginning of Year: Planning Mid-Year: Check-In
Strategic Goal Measure of Success Comments Explain Any Change Measure of Success Comments
lTo perform
Corporate Software
and Hardware audit
to ensure software
compliance and have
a detailed snapshot
of corporate systems
to predict future
purchasing
This goal will be
measured by reports
developed from data
No Change
Beginning of Year: Planning Mid-Year: Check-In
Strategic Goal Measure of Success Comments Explain Any Change Measure of Success Comments
lTo expand
knowledge of
corporate systems by
attending cross
training classes
Attend cross training
classes
No Change
4. Not Applicable (0) Unsatisfactory (1) Improvement Needed (2) Meets Expectations (3)
Exceeds Expectations
(4)
Exceptional (5)
Part C: Signatures:
*Competencies are located on the next page*
*Please complete as a part of your self-assessment at year-end*
Beginning of Year: Signatures
I acknowledge that I have reviewed my goals and discussed them with my manager.
Associate: Date:
Manager: Date:
Mid-Year: Signatures
I acknowledge that I have reviewed my updated goals and discussed them with my manager.
Associate: Date:
Manager: Date:
5. Part D: Competencies
Customer Focus -
Internal/External:
Values the importance of delivering timely, high quality, innovative service to
internal and external clients.
Works with customers to assess their needs, provide information or
assistance, resolve their problems, or satisfy their expectations.
Is committed to providing quality products and services.
Skillfully serves diverse customer base.
Asks customers for feedback, and applies responses as necessary.
Strives to improve the quality of service and products.
Displays a can do, will do attitude.
Not Applicable
(0)
Unsatisfactory
(1)
Improvement
Needed (2)
Meets
Expectations (3)
Exceeds
Expectations (4)
Exceptional
(5)
Comments: Jon has taken over as the lead helpdesk position. He takes the lions-share of the infrastructure tickets
and has done a very good job managing multiple priorities and deadlines. Jon images and distributes all the new PCs
and laptops and has instuted a method of follow up with users after receiving new systems to follow up and train
them. Jon has gone above and beyond the call of duty to troubleshoot systems issues by thoroughly researching
issues and potential fixes.
Quality/Continuous
Improvement:
Strives to eliminate errors and seeks opportunities to improve product /
services.
Demonstrates efficiency and quality in one’s own work.
Understands the value of innovation and continuous improvement.
Improves processes and practices by identifying inefficiencies and
redundancies, driving continuous improvement.
Collaborates with partners to improve the quality of products and service.
Not Applicable
(0)
Unsatisfactory
(1)
Improvement
Needed (2)
Meets
Expectations (3)
Exceeds
Expectations (4)
Exceptional
(5)
Comments: Jon collaborates very well with the rest of the team. Jon strives to understand corporate systems and
their common issues and, if possible, improve upon them.
6. Safety:
Follows safety procedures and works in a safe manner, setting the example
for others.
Identifies safety issues and problems by detecting hazardous working
conditions and correcting them, upholding safety standards.
Makes recommendations and/or improves safety and security procedures.
Watches out for the safety of others.
Not Applicable
(0)
Unsatisfactory
(1)
Improvement
Needed (2)
Meets
Expectations (3)
Exceeds
Expectations (4)
Exceptional
(5)
Comments: Jon follows all safety guidelines as outlined by Human Resources and Safety
Part E: Strengths & Opportunities and General Comments
Strengths & Opportunities
Jon can handle multiple issues and follow them all through to completion. Jon also has a great thirst for knowledge
and puts forth great effort to understand and solve issues on his own, but he also will reach out for help when
warranted. ERP rollout, new HQ, consolidations, and possible acquisitions will provide many opportunities to
contribute in 2015 as well as improving technologies that can be applied to corporate systems
General Comments
Jon has been a tremendous asset to the HQ IT. He has put through great effort to learn corporate technologies and
become proficient on his own.
Part F: Overall Rating – Select the applicable overall rating for the associate based on their performance
on the competencies.
Overall Rating
Not Applicable
(0)
Unsatisfactory
(1)
Improvement
Needed (2)
Meets
Expectations (3)
Exceeds
Expectations (4)
Exceptional
(5)