3. Introduction / Company overview:
Elite Sporting Camp is a privately owned organization with multiple locations throughout
the United States, and eventually in other countries. The camp offices and original location is
Boston, MA. Elite Sporting Camp is a camp that focuses on developing athletic abilities in
young athletes. The age ranges at the various locations are six through fifteen. While the camps
do meet year round, they operate differently depending on the time of the year, being most
active in the summer time.
The purpose of this report is to describe HR policies for the company. Since the organization is
a camp, HR policies are extremely important. It is also important to note that this report must be
user friendly and easy to understand. If the report is worded poorly or put together improperly,
then the employees and others will have difficulty understanding the points being made. The
types of employees that are hired are crucial for the success of the company. The HR policy is
important because it shows that the company is well balanced and demonstrates proper
treatment of employees and shows no discrimination.
4. Elite Sporting Camp is a privately held company headquartered in Boston, Massachusetts. Elite
started its first 10 camps in the Northeast and eventually expanded into an international
company with 5,000 employees. In order to effectively manage all of these employees, Elite has
established regional offices to support all of their needs.
Elite Sporting camp competes on the basis of customer satisfaction. Elite aims to provide a
quality experience for campers and their parents. Elite will provide a safe environment in which
the campers can have fun, while enhancing their sports skills. Competing on this basis will
propel the company to be the number one sports camp in the industry.
Elite’s human resource strategy is to attract and retain the best talent in order to provide great
customer satisfaction. To attract high quality counselors, competitive salary and benefits
packages will be offered to potential employees. Elite seeks the best in the business counselors
and coaches who have a passion for teaching children the sports and activities that they love.
There will be a mix of coaches with sports experience and counselors that have experience
running summer camps. Both require special knowledge and are essential to the successful
operation of a camp. There are other camps that provide basic programs and watch the
campers while their parents go to work, Elite is not that kind of camp. Elite Sporting camp will
provide a well-rounded experience that will benefit the camper long after they have left camp.
5. Job Title: Chief Executive of Operations
Position Purpose: To ensure the functionality of all camp facilities across the US and in
International locations. Ability to correct any problems that occur in the business processes of
the camps. Manage the brand of the company and ensure that customer satisfaction is always
put first.
Essential Job Duties:
1. Oversee all camps to ensure correct operation.
2. Direct and coordinate activities of camp including staffing, registration, retention, camper
safety, etc.
3. Assist the CFO in reviewing financial statements to ensure that all business processes are
keeping the camps in a strong financial state.
4. Predict hiring needs for the future by visiting camps and analyzing the staff.
5. Plan the opening of new camps by conducting on site visits in new areas.
6. Close down camps that fail to meet Customer Service standards.
7. Appoint regional office heads to maintain contact with all camps.
Non-Essential Job Duties:
1. Other duties as assigned.
Physical Requirements:
1. May be required to take part in camp activities during camp visits.
2. Bi-Weekly travel to camps.
Qualifications:
Education: Masters of Business Administration in Operations or Management
Related Experiences: 3+ years of experience as a Chief Executive. Experience in the
camping/sports industry is required.
Reporting Relationships: The CEO will report to the board of directors on a quarterly basis.
Weekly meetings with other executives will also take place to make sure goals are consistently
met and any problems are swiftly dealt with.
Job Knowledge/Skills Required
1. Strong leadership skills.
2. Effective communication skills.
3. A thorough knowledge of the camping industry.
4. Strong knowledge of processes for providing customer service.
5. Ability to solve complex problems in a team setting.
6. Strong oral and written communication skills
7. Ability to establish relationships with regional managers.
6. JOB TITLE: Cross-Functional Team, Financial Analyst
POSITIONAL PURPOSE: The purpose of this position is to make decisions about the financial aspects of
the organization while working with the two other members of a cross-functional team in determining the
organization’s direction.
ESSENTIAL JOB DUTIES:
1. Draw charts and graphs, using computer spreadsheets, to illustrate technical reports.
2. Inform investment decisions by analyzing financial information to forecast business,
industry, or economic conditions.
3. Monitor developments in the fields of business and finance.
4. Interpret data on economic influences.
5. Monitor fundamental economic, industrial, and corporate developments by analyzing
information from financial publications and services, government agencies, trade publications,
company sources, or personal interviews.
6. Prepare plans of action for investment, using financial analysis,
7. Present oral or written reports on general economic trends, individual corporations, and entire
industries.
NONESSENTIAL FUNCTIONS:
1. Other duties assigned.
PHYSICAL REQUIREMENTS:
1. Walking occasionally.
REPORTING RELATIONSHIP: The CF Team Financial Analyst reports directly to the CFO and to the
two other members of the cross-functional team. The CF Team Financial Analyst supervises the other
Financial Analysts.
QUALIFICATIONS:
Education: Bachelor’s Degree in Finance
Related Experience: Minimum of three years as a Financial Analyst.
7. JOB KNOWLEDGE/SKILLS REQUIRED:
1. Economics and Accounting- Knowledge of economic and accounting principles and
practices, the financial markets, banking and the analysis and reporting of financial data.
2. Critical Thinking- Ability to use logic and reasoning to identify the strengths and weaknesses
or alternative solutions, conclusions or approaches to problems.
3. Complex Problem Solving- Ability to identify complex problems and review related
information to develop and evaluate options and implement solutions.
4. Judgment and Decision Making- Ability to consider the relative costs and benefits of
potential actions to choose the most appropriate one.
5. Mathematics- Ability to use mathematics to solve problems.
6. Active Learning- Ability to understand the implications of new information for both current
and future problem-solving and decision-making.
7. Monitoring- Ability to monitor/assess performance of yourself, other individuals, or
organizations to make improvements or take corrective action.
8. JOB TITLE: Marketing Manager
POSITION PURPOSE: The purpose of this position is to coordinate marketing activities and policies to
promote products and services. While also working with two other members of a cross functional team in
determining the organization’s direction.
ESSENTIAL JOB DUTIES:
1. Formulate, direct and coordinate marketing activities and policies to promote the camp and services that it
provides to both parents and children, working with advertising and promotion managers
2. Identify, develop, or evaluate marketing strategy, based on knowledge of establishment objectives, market
characteristics,
3. Direct the hiring, training, or performance evaluations of marketing or sales staff and oversee their daily
activities.
4. Evaluate the financial aspects of camp development, such as budgets, expenditures return-on-investment
and profit-loss projections.
5. Develop pricing strategies, balancing firm objectives and customer satisfaction.
6. Compile lists describing the service offerings of the camp.
7. Initiate market research studies or analyze their findings
8. Use sales forecasting or strategic planning to ensure the sale and profitability of services, analyzing
business developments and monitoring market trends.
9. Coordinate or participate in promotional activities, working with developers, advertisers, or production
managers, to market camp services.
10. Conduct economic or commercial surveys to identify potential markets for services.
NON ESSENTIAL FUNCTIONS:
1. Other duties as assigned
PHYSICAL REQUIREMENTS: Walking and using stairs occasionally
REPORTING RELATIONSHIPS: The Marketing Manager reports directly to the CFO, CEO, and the
other two members of the cross-functional team, while also overseeing the marketing employees and
interns.
QUALIFICATIONS:
Education: Bachelor's Degree in Finance
Related Experience: 4 to 6 years experience in marketing field
9. JOB KNOWLEDGE/SKILLS REQUIRED
1. Sales and Marketing- Knowledge of principles and methods for showing, promoting, and selling products
or services. This includes marketing strategy and tactics, product demonstration, sales techniques, and
sales control systems.
2. Customer and Personal Service-Knowledge of principles and processes for providing customer and
personal services. This includes customer needs assessment, meeting quality standards for services, and
evaluation of customer satisfaction.
3. Economics and Accounting — Knowledge of economic and accounting principles and practices and also
analysis and reporting of financial data.
4. English Language — Knowledge of the structure and content of the English language including the
meaning and spelling of words, rules of composition, and grammar.
5. Administration and Management- Knowledge of business and management principles involved in
strategic planning, resource allocation, human resources modeling, leadership technique, production
methods, and coordination of people and resources
6. Monitoring- Monitoring/Assessing performance of yourself, other individuals, or organizations to make
improvements or take corrective action.
7. Computers and Electronics — Knowledge computer software, including applications including Microsoft
office suite and outlook emailing service.
8. Critical Thinking — Ability to use logic and reasoning to identify the strengths and weaknesses of
alternative solutions, conclusions or approaches to problems.
9. Reading Comprehension — Understanding written sentences and paragraphs in work related documents.
10. Writing — Ability to communicating effectively in writing as appropriate for the needs of the audience
11. Leadership- Ability to lead effectively and manage a team effectively
10.
11. Sources for hiring:
Chief Executive of Operations
· It has been found that recruiting from outside of the organization for this position is the best
option for the company. This position will be posted with recruiting companies, specifically head
hunting firms, to ensure a qualified candidate is brought in. These firms will be able to find many
qualified candidates so the position is filled by the best possible candidate.
· Bringing in an employee from the outside will bring valuable experience into the company.
· This employee will need to have 3+ years experience as an operations manager and have
experience in the camping industry.
Financial Analyst
· Recruitment for this position will mainly be done from inside the company and other external
companies with large pools of qualified employees. The companies that will be targeted are
companies that have shown expertise in growing employees. External companies that have
excess numbers of employees will be the main focus.
· Employees from other companies will be required to have minimum of 3 years’ experience at
their current position.
· The reason for only notifying and accepting applications from inside the company and from
similar companies is due to the diversity of the workforce in this position. It is fair to give our
current employees the opportunity for the job before we search outside of the company. The
workers would have also demonstrated professionalism and skill in their position.
Marketing Manager
· For this position employees will be considered only from external sources. Ads will be posted
in newspapers such as the Boston Globe, and on websites like Monsters.com, Indeed.com, and
Careerbuilder.com.
· Since the requirements for this job clearly state multiple years of experience, applicants’ fresh
out of college cannot be accepted.
· The reason for only accepting external employees for this position is that the field of
marketing often requires a fresh set of eyes to help create ideas. Bringing in a brand new,
qualified and capable employee is crucial to allowing new ideas to flow through the company,
which is something we believe already hired employees cannot provide.
12. Elite Sporting Camp will use the following methods for the hiring of the quality improvement
team.
Chief Executive of Operations:
Qualification Method
Education Resume
Experience Reference
Team Skills 1st Interview
Industry Experience 1st Interview
Interpersonal Skills 1st Interview
Leadership Abilities 2nd Interview
Case Study Presentation
Financial Analyst:
Qualifications Method
Education Resume
Experience References
Interpersonal Skills 1st Interview
Problem Solving Skills 1st Interview
Team Skills 1st Interview
Basic Area Knowledge 1-2 Simple questions
Leadership skills
Critical Thinking Skills Second Interview
Finance and
Economics Knowledge On-Site Knowledge Test
13. Marketing Manager:
Qualification Method
Education Resume
Experience Reference
Economics and
Accounting skills
Team Skills
Critical Thinking Ability 1st Interview
Management Knowledge 1st Interview
Technology Skills 1st Interview
Interpersonal Skills 1st Interview
Advanced Marketing and
sales knowledge 2nd Interview
Area Knowledge
On-Site
Knowledge Test
Elite Sporting Camp understands the challenges of recruiting top talent to the company.
Resumes, cover letters, and references can only show so much of what a candidate has to
offer. It has a low utility rate and is really only used to sort out which candidates get an
interview. After this the first and second round interviews are more reliable but are also a high
legal risk. The case study is the most reliable way to understand the candidates full ability to
solve complex problems and display their public speaking skills. During the day of the case
study it is essential for the candidate to be interviewed and observed by several different ESC
employees. This will allow us too get the best understanding of what the candidates are really
like.
14. Elite Sporting Camp Interview Guide
Below is the interview guide that Elite Sporting Camp will use for the Chief Executive of
Operations position. This guide will help the company uniformly interview each candidate and
ensure the best one is hired for the open position. The company leads the market with the
quality of employees and the hiring process needs to reflect that. The interview will start with
basic introductions and then move onto the question section. At the end the candidate will be
given time for any questions she/he may have. All interviews are sixty minutes in length and will
cover the applicant’s resume, educational background, employment background, behavioral
questions, and technical questions. A panel of 2-3 Elite Sporting Camp employees to reduce
the effects of any personal biases will carry out all interviews.
It is essential that you ask questions about the responsibilities and major tasks required in the
past positions held by the candidate. This will identify what knowledge, skills, and abilities they
were required to use in that position. When asking behavioral questions make sure to stay away
from “yes” and “no” questions, open-ended questions reveal more about how the candidate
handled himself or herself in a certain situation.
The combination of technical and behavioral questions will help the hiring manager acquire the
most accurate information about the candidate and predict if she/he would be a good
organizational fit. It will also prevent the hiring manager from asking any illegal questions or
questions not related to the open position. It is essential that each candidate is asked the same
set of questions to create consistency throughout the pool of candidates.
15. Resume Review
These questions are meant to verify the candidate’s resume and all the information on it. If any
information is not correct please note it and have the candidate resubmit a correct resume.
Please write down candidate’s responses in the spaces provided below. Please remember to
ask the same questions to all candidates.
Educational Background
1. What is the highest level of degree that you have achieved?
2. Are there any academic awards that you have achieved?
3. Please list any clubs or societies you may have been a part of.
Employment Background
1. Who is your most recent employer?
2. What was your position with this employer and what were the responsibilities of that position?
3. What skills were necessary in order to fulfill your past responsibilities?
4. What did you like the most about your job?
5. What did you like the least about your job?
16. Behavioral Questions
Below are behavioral questions for the prospective candidate. These questions have the highest
validity and will give the most accurate description of how the candidate handled past situations.
Please ask follow up questions to push the candidate to give the most descriptive response
possible. Mark down the questions used for the first candidate and repeat the same list of
questions to the other candidates applying for the position to ensure a higher validity.
1. Give an example of an occasion when you used logic to solve a problem.
2. Describe a stressful situation at work and how you handled it.
3. Tell me about how you worked effectively under pressure.
4. Describe a decision you made that was unpopular and how you handled implementing it.
5. Did you ever postpone making a decision? Why?
6. Have you ever dealt with company policy you weren't in agreement with? How?
7. Have you gone above and beyond the call of duty? If so, how?
8. When you worked on multiple projects how did you prioritize?
9. How did you handle meeting a tight deadline?
10. Give an example of how you set goals and achieve them.
11. Did you ever not meet your goals? Why?
12. Have you had to convince a team to work on a project they weren't thrilled about? How did
you do it?
13. Have you handled a difficult situation with a co-worker? How?
14.Share an example of how you were able to motivate employees or co-workers.
15.Have you handled a difficult situation with a supervisor? How?
17. Technical Questions
Listed below are the technical questions for the Chief Executive of Operations. These questions
are meant to test the candidate’s industry experience. Elite Sporting Camp leads the industry in
providing the best possible experience for every camper. Ensuring that the candidate has ample
experience in the field is essential.
1. How many years of experience do you have in the camping industry?
2. What positions have you held in the past?
3. What were the responsibilities of your past positions?
4. Please tell me about a time when there was a problem at one of your camps. How did you fix
it?
5. What accomplishment in the camping industry are you most proud of?
6. What has been your biggest weakness in past camp related positions?
7. What new ideas could you bring to Elite Sporting Camp?
Case Study
After the sixty-minute interview is completed, every candidate for the Chief Executive of
Operations will complete a case study presentation. The candidate will be given a case study
example that describes a camp that has many problems to be fixed. The candidate will be given
forty-five minutes to read the case study, find a solution to the case study, and prepare a
presentation for the interview panel. The presentation will last for fifteen-minutes with an
additional fifteen-minutes for follow up questions and discussion from the panel. After the
questions and discussions are done the panel will thank the candidate and excuse themselves
from the room. The panel will then sit down and rank the candidate on the Behavioral
Observation Scale shown below.
18. Please circle the
number that most
accurately reflects the
candidates response
Almost
Never
Almost
Always
The candidate
demonstrated
leadership skills.
1 2 3 4 5
The candidate showed
critical thinking ability.
1 2 3 4 5
Industry experience
was clearly
communicated.
1 2 3 4 5
The candidate’s answer
was clearly
communicated
throughout the
presentation.
1 2 3 4 5
20. Elite Sporting Camp Interview Guide
Below is the interview guide that Elite Sporting Camp will use for the Financial Analyst position.
This guide will help the company uniformly interview each candidate and ensure the best one is
hired for the open position. The company leads the market with the quality of employees and
the hiring process needs to reflect that. The interview will start with basic introductions and then
move onto the question section. At the end the candidate will be given time for any questions
she/he may have. All interviews are sixty minutes in length and will cover the applicant’s
resume, educational background, employment background, behavioral questions, and technical
questions. A panel of 2-3 Elite Sporting Camp employees to reduce the effects of any personal
biases will carry out all interviews.
It is essential that you ask questions about the responsibilities and major tasks required in the
past positions held by the candidate. This will identify what knowledge, skills, and abilities they
were required to use in that position. When asking behavioral questions make sure to stay away
from “yes” and “no” questions, open-ended questions reveal more about how the candidate
handled himself or herself in a certain situation.
The combination of technical and behavioral questions will help the hiring manager acquire the
most accurate information about the candidate and predict if she/he would be a good
organizational fit. It will also prevent the hiring manager from asking any illegal questions or
questions not related to the open position. It is essential that each candidate is asked the same
set of questions to create consistency throughout the pool of candidates.
21. Resume Review
These questions are meant to verify the candidate’s resume and all the information on it. If any
information is not correct please note it and have the candidate resubmit a correct resume.
Please write down candidate’s responses in the spaces provided below. Please remember to
ask the same questions to all candidates.
Educational Background
1. What is the highest level of degree that you have achieved?
2. Are there any academic awards that you have achieved?
3. Please list any clubs or societies you may have been a part of.
Employment Background
1. Who is your most recent employer?
2. What was your position with this employer and what were the responsibilities of that position?
3. What skills were necessary in order to fulfill your past responsibilities?
4. What did you like the most about your job?
5. What did you like the least about your job?
22. Behavioral Questions
Below are behavioral questions for the prospective candidate. These questions have the highest
validity and will give the most accurate description of how the candidate handled past situations.
Please ask follow up questions to push the candidate to give the most descriptive response
possible. Mark down the questions used for the first candidate and repeat the same list of
questions to the other candidates applying for the position to ensure a higher validity.
1. Give an example of an occasion when you used logic to solve a problem.
2. Describe a stressful situation at work and how you handled it.
3. Tell me about how you worked effectively under pressure.
4. Describe a decision you made that was unpopular and how you handled implementing it.
5. Did you ever postpone making a decision? Why?
6. Have you ever dealt with company policy you weren't in agreement with? How?
7. Have you gone above and beyond the call of duty? If so, how?
8. When you worked on multiple projects how did you prioritize?
9. How did you handle meeting a tight deadline?
10. Give an example of how you set goals and achieve them.
11. Did you ever not meet your goals? Why?
12. Have you had to convince a team to work on a project they weren't thrilled about? How did
you do it?
13. Have you handled a difficult situation with a co-worker? How?
14.Share an example of how you were able to motivate employees or co-workers.
15.Have you handled a difficult situation with a supervisor? How?
23. Technical Questions
The technical questions for the financial analyst position below will test the candidate’s financial
knowledge and knowledge of the camp industry. Knowledge of these two areas is essential to
be the financial analyst on the quality improvement team.
1. What formal finance education have you had?
2. What is your strongest skill in relation to finance?
3. What is your biggest weakness in relation to finance?
4. What experience do you have in the camping industry?
5. Which financial certification tests have you passed?
On-Site Knowledge Test
The final part of the financial analyst position interview will be an on-site knowledge test. This
test will consist of a variety of finance and economics questions to test the candidate’s cognitive
ability. The test will be 50 questions long with each question worth 2 points. All candidates’
scores will be taken into account during the hiring process.
24. Elite Sporting Camp Interview Guide
Below is the interview guide that Elite Sporting Camp will use for the Marketing Manager
position. This guide will help the company uniformly interview each candidate and ensure the
best one is hired for the open position. The company leads the market with the quality of
employees and the hiring process needs to reflect that. The interview will start with basic
introductions and then move onto the question section. At the end the candidate will be given
time for any questions she/he may have. All interviews are sixty minutes in length and will cover
the applicant’s resume, educational background, employment background, behavioral
questions, and technical questions. A panel of 2-3 Elite Sporting Camp employees to reduce
the effects of any personal biases will carry out all interviews.
It is essential that you ask questions about the responsibilities and major tasks required in the
past positions held by the candidate. This will identify what knowledge, skills, and abilities they
were required to use in that position. When asking behavioral questions make sure to stay away
from “yes” and “no” questions, open-ended questions reveal more about how the candidate
handled himself or herself in a certain situation.
The combination of technical and behavioral questions will help the hiring manager acquire the
most accurate information about the candidate and predict if she/he would be a good
organizational fit. It will also prevent the hiring manager from asking any illegal questions or
questions not related to the open position. It is essential that each candidate is asked the same
set of questions to create consistency throughout the pool of candidates.
25. Resume Review
These questions are meant to verify the candidate’s resume and all the information on it. If any
information is not correct please note it and have the candidate resubmit a correct resume.
Please write down candidate’s responses in the spaces provided below. Please remember to
ask the same questions to all candidates.
Educational Background
1. What is the highest level of degree that you have achieved?
2. Are there any academic awards that you have achieved?
3. Please list any clubs or societies you may have been a part of.
Employment Background
1. Who is your most recent employer?
2. What was your position with this employer and what were the responsibilities of that position?
3. What skills were necessary in order to fulfill your past responsibilities?
4. What did you like the most about your job?
5. What did you like the least about your job?
26. Behavioral Questions
Below are behavioral questions for the prospective candidate. These questions have the highest
validity and will give the most accurate description of how the candidate handled past situations.
Please ask follow up questions to push the candidate to give the most descriptive response
possible. Mark down the questions used for the first candidate and repeat the same list of
questions to the other candidates applying for the position to ensure a higher validity.
1. Give an example of an occasion when you used logic to solve a problem.
2. Describe a stressful situation at work and how you handled it.
3. Tell me about how you worked effectively under pressure.
4. Describe a decision you made that was unpopular and how you handled implementing it.
5. Did you ever postpone making a decision? Why?
6. Have you ever dealt with company policy you weren't in agreement with? How?
7. Have you gone above and beyond the call of duty? If so, how?
8. When you worked on multiple projects how did you prioritize?
9. How did you handle meeting a tight deadline?
10. Give an example of how you set goals and achieve them.
11. Did you ever not meet your goals? Why?
12. Have you had to convince a team to work on a project they weren't thrilled about? How did
you do it?
13. Have you handled a difficult situation with a co-worker? How?
14.Share an example of how you were able to motivate employees or co-workers.
15.Have you handled a difficult situation with a supervisor? How?
27. Technical Questions
1. What type of formal marketing education do you have?
2. In what area of marketing do you have the most experience?
3. What is your favorite marketing tool to use?
4. Tell me about a past marketing project that was not successful.
5. How would you increase public knowledge of Elite Sporting Camps through marketing?
On-Site Area Knowledge Test
The final part of the marketing manager position interview will be an on-site knowledge test.
This test will consist of a variety of marketing questions to test the candidate’s marketing
knowledge. There will be a stress put on social media and other new forms of marketing. The
test will be 50 questions long with each question worth 2 points. All candidates’ scores will be
taken into account during the hiring process.
28. Sample acceptance letter for Chief Executive of Operations:
Elite Sporting Camp
1 Elite way Boston, MA 02135
Company Phone Number
Jon Reynolds
12 Sunset Ave. Amherst, MA 01003
Dear Applicant name,
I would like to formally congratulate you on your acceptance as Chief Executive of Operations at
Elite Sporting Camp. This was an extremely competitive position that many applicants applied
for, and you were selected as the most qualified and best fit for this position.
With your acceptance of this position we are excited to welcome you to the Elite Sporting Camp
team. After the entire hiring process and sorting through a large amount of applicants it was
clear that you are the best fit for this position and will bring the most to our company.
Once again, on behalf of Elite Sporting Camp we congratulate you on this highly selective and
exclusive job offer.
Sincerely,
Bob Smith, Director of Human Resources at Elite Sporting Camp
29. Sample rejection letter for Chief executive of Operations:
Elite Sporting Camp
1 Elite Way Boston, MA 02135
Company phone number
Jon Reynolds
12 Sunset Ave Amherst, MA 01003
Dear Applicant Name,
After close consideration and sorting through many applicants, we have decided that you are
not the best fit for our company, and at this time will not be offering the job of Chief Executive of
operations to you. This was a difficult process and after extensive discussion and interviews
with various applicants, we have decided that this outcome is what is best for the company as a
whole.
Furthermore, we thank you for your consideration, hard word, and desire to be a part of Elite
Sporting Camp, and hope that when other positions become available you would put your
utmost consideration into applying to the company.
Once more, thank you for your time, and we hope to hear from you in the near future.
Sincerely,
Bob Smith, Director of Human Resources at Elite Sporting Camp
30. Performance Appraisal Criteria
Marketing Manager: Teamwork, communication, quality of performance, problem solving,
preparation, innovation, marketing strategies, use of marketing budget.
Chief Executive of Operations: Teamwork, communication, quality of performance, problem
solving, preparation, customer service satisfaction, coordination of camps.
Financial Analyst: Teamwork, communication, quality of performance, problem solving,
preparation, investment performance, communication of financial and economic developments.
Technique of Choice
Behaviorally Anchored Rating Scale (BARS) is the chosen technique. It rates behavior in terms
of a scale showing specific statements of behavior that describe different levels of performance.
The statements are “anchors” of the performance levels.
Advantages/Disadvantages
Advantages: Improves interrater reliability. The anchors guide the rater and the statements can
help raters remember similar behaviors. It is very specific and there is minimal contamination or
deficiency.
Disadvantages: It can be biased based on the rater’s memory.
Who conducts the appraisal?
The CFO will conduct the performance appraisals for the team.
Sample Performance Appraisals
Teamwork (Scale from 1-7, with 7 being the highest score)
7. Understands the goals of the team. Proactively meet the needs of others to help others be
successful. Openly discusses ideals and accepts diverse ideas. Keeps others informed of
necessary information. Provides and accepts feedback to and from others.
6. Understands the goals of the team. Openly discusses ideals and accepts diverse ideas.
Keeps others informed of necessary information. Provides and accepts feedback to and from
others. Actively helps others be successful.
5. Understands the goals of the team. Openly discusses ideals and accepts diverse ideas.
Keeps others informed of necessary information. Provides and accepts feedback to and from
others. Willing to help others.
4. Understands the goals of the team. Keeps others somewhat informed of necessary
information. Willing to help others. Provides feedback to others.
31. 3. Keeps others somewhat informed of necessary information. Makes important decisions
without consulting other team members. Puts own interests ahead of interests of the team.
2. Makes important decisions without consulting other team members. Puts own interests ahead
of interests of the team. Is disrespectful of others. Is not accountable for own work.
1. Makes important decisions without consulting other team members. Puts own interests
ahead of interests of the team. Is disrespectful of others. Is not accountable for own work.
Actively causes problems with others and others’ work.
Marketing Strategy (Scale from 1-7, with 7 being the highest score)
7. Always aware of trends. Comes up with strategies satisfy consumer and corporate needs.
Always creating new strategies. Backs up strategies with firm evidence. Very high incorporation
of analytics. Frequently exceeds expectations.
6. Very aware of trends. Comes up with strategies satisfy consumer and corporate needs.
Frequently creating new strategies. Backs up strategies with firm evidence. High incorporation
of analytics. Often exceeds expectations.
5. Very aware of trends. Comes up with strategies satisfy consumer and corporate needs. Often
creating new strategies. Backs up strategies with evidence. Above average incorporation of
analytics. Sometimes exceeds expectations.
4. Aware of trends. Comes up with strategies satisfy consumer and corporate needs.
Sometimes creating new strategies. Backs up strategies with evidence. Some incorporation of
analytics. Rarely exceeds expectations.
3. Aware of trends. Comes up with strategies satisfy consumer or corporate needs. Sometimes
creating new strategies. Marginally backs up strategies with evidence. Little incorporation of
analytics. Often meets expectations.
2. Barely aware of trends. Comes up with strategies satisfy consumer or corporate needs.
Rarely creating new strategies. Does not back up strategies with evidence. Minimal
incorporation of analytics. Often fails to meet expectations.
1. Rarely aware of trends. Does not come up with strategies satisfy consumer or corporate
needs. Rarely creating new strategies. Does not back up strategies with evidence. Little to no
incorporation of analytics. Frequently fails to meet expectations.
32. Pay policies for different types of positions:
Senior Managers:
For these position we will use a lead the market pay policy. It is strongly believed that
our employees deserve slightly more pay than what the market offers as they provide us with
such a huge foundation for success. Senior managers offer so much to the company that if they
are paid slightly above the market then it may reflect in their performance as well. For all the
hard work they provide us.
The more consecutive years an employee works with us at their position, they will
receive small pay increases annually to reflect the gratitude we show towards them. Senior
Managers are expected to be positive role models to other employees and expected to act as
such, which is why they deserve and earn a pay policy that leads the market.
Professional Staff:
For these positions we will also be using a lead the market pay policy. We want to recruit
as many individual at these positions from strong backgrounds as possible. Offering more
money than other positions will put us at a significant competitive advantage in finding excellent
employees.
Having a lead the market pay policy reflects upon our expectations of employees being
hired for these positions. Employees are expected to perform and produce better than those of
other companies to reflect their pay differentials.
Non-exempt Employees:
For these positions a meet the market pay policy has been implemented. Employees in
these positions performing well is crucial for the success of the company, but the requirements
and credentials necessary to be at these positions is not as high as the others.
While still being highly selective in choosing employees to be part of the company,
meeting the market is all that is necessary for these positions, as well as expected. While
employees do start at market pay range, there are still incredible opportunities for them to
become higher in the company, and overtime receive small pay increases that will eventually
add up.
33. Elite Sporting Camp Pay Ranges
At Elite Sporting Camp our pay policy is to lead the market. A leading pay policy will
allow us to hire the best in the field and have a more attractive company for experienced senior
managers. To determine the pay ranges for our lead the market pay policy we have looked at
the average minimum, midpoint, and maximum pay rates for each member of our quality
improvement team. The pay scale follows a bell curve which in order to determine the average
minimum we looked at the bottom 10% instead of the actual lowest salaries to accommodate for
outliers that are present when collecting statistical information, the same was done when
determining the maximum salaries for each position. After determining these pay rates we
increased the rates by 20% to implement the leading pay policy. To progress through the pay
ranges for Elite Sporting Camp employees must continue to show steady performance in the
performance appraisals.
Average Pay Scales
Position Minimum Midpoint Maximum
Chief Executive of
Operations
$59,802 $82,352 $110,326
Marketing Manager $63,304 $92,242 $129,442
Financial Analyst $73,576 $89,690 $108,242
Elite Sporting Camp Pay Ranges (Lead the Market Pay Policy)
Position Minimum Midpoint Maximum
Chief Executive of
Operations
$71,762 $98,822 $132,391
Marketing Manager $75,947 $110,690 $155,330
Financial Analyst $88,291 $107,628 $129,890
