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Areer Development Plan Part Iii— Performance And Career Management

945 words - 4 pages

Career Development Plan Part III— Performance and Career Management

HRM/531 Human Capital Management
December 13, 2010
University of Phoenix

Career Development Plan Part III— Performance and Career Management

InterClean's five member sales team successfully completed the four week training and mentoring program. The next phase in their career development plan is performance and career management. Through this phase, each team member receives an individual career map that provides career guidance and goals to the employee. Casico defines performance management as “a kind of compass; one that indicates a person's actual direction as well as a person's desired direction” (2005, ...view middle of the document...

This format provides a visual measurement for the employee to gauge his or her achievement or lack there of. Additionally, the form provides an opportunity to review the employees observations relating to his/her performance and the managers observations. The final two portions of the form state the goal for the employee, both employee’s own goals in addition to the managers goals. And lastly, a list review of performance strengths and areas for improvement is highlighted. This section provides employees with the opportunity to give feed back relating to the performance evaluation. Employee input is essential in determining goals for employees. Also, having a clear understanding of the employees reactions and thoughts relating to the review gives the manager insight for future goals and opportunities.
Advancement opportunities
With the information gathered in the performance evaluation managers can gauge appropriate advancement opportunities for employees. Reviewing employees accomplishments and improvements in addition to any additional training the employee undertook can show a manager whether or not an employee would be suitable for leadership rolls within InterClean. Finely, with review of the goals portion within the evaluation, managers will be aware of an employees intentions relating to specific areas of interest.
Flex-work
According to the U.S. Department of Labor, A flexible work schedule is an alternative to the traditional 9 to 5, 40-hour work week. It allows employees to vary their arrival and/or departure times. InterClean incorporated a policy, that employees must work a prescribed number of hours a pay period and be present during a daily "core time." This core time is established as three – eight hour days in a seven day period. The reaming 16 hour period shall be completed at the employees discretion. Regular contact must be maintained with the employees direct manager in addition to the ability to change the schedule to accommodate any unforeseen event. This formalized flex-plan schedule will require some commitment from the employee to attend a short training seminar relating to...

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