Good afternoon Traci, after assessing the current status and future needs of Marylee Luther’s construction company and taking some notes from your conversation with her the other day we have compiled a performance management framework that we believe will integrate the company’s goals to its strategy while making the growth move from Michigan to Arizona and staying consistent with the organizations current revenue and employee growth projections over the next year. We will briefly outline this performance management plan as it pertains to the categories of alignment of the performance management framework to the organizational business strategy, organizational performance philosophy, the job analysis process you will complete to identify the skills needed by employees, methods used for measuring the employee’s skills, process for addressing skill gaps, and an approach for delivering effective performance feedback. The framework that has been chosen for the organization will ease the growing pains of adding 20% more personnel (130 people) over the next year. Performance Framework
Organizations with the revenues and personnel comparable to Mrs. Luther’s construction business have made the move to all inclusive software systems in order to handle the monitoring and scheduled maintenance of both operational and employee performance metrics which allow managers to make real time changes that save time and money for the organization. We recommend WebFOCUS performance management framework or (PMF).
The Essay on Developing management skills
By reading the Southfield Case, one can quickly realize that there is definitely lack of direct communication and goal expectations between both Mark Sanders, Vp of account services and Frank Belby, Reginald manager. I believe, there was a lack of supportive communication between Mark and Frank since in the case it was mentioned that Belby viewed professional guidance from Sanders as threatening ...
According to “Information Builders” (1996-2013), “PMF is a comprehensive, fully integrated, out-of-the-box solution that fully supports any existing performance management methodology, such as balanced scorecard (BSC).
It comes complete with all the functionality and tools companies need to efficiently and effectively set and communicate strategy across the
organization, define related metrics, and involve all stakeholders in monitoring and measurement – all from a single, intuitive, easy-to-access, browser-based environment.” The PMF software has such features as •Performance management data models
•Pre-built dashboards, scorecards, and reports
•More than 500 pre-packaged metrics for common industries and business functions •Strategy mapping to visualize and communicate strategy
•The ability to manage performance and risk together
•Mobile alerts
•In-depth analytics
•Link scorecards to operational reports
The WebFOCUS framework software will be a good fit for the organization due to the fact that the software will give the organization the ability to maintain consistency and allow for growth in every area of the business. Performance Philosophy
In order to facilitate the solidification of the performance framework with the organizations new performance strategy, we have chosen a proven philosophy that encourages the simultaneous improvement of both technical and social aspects of the company through aligning the organizations strategy with its goals and clearly incorporating each employee into a definable part of the business. Core principles are developed as guidelines for members of the organization to operate under to stay in line with the business goals. Here are the principles that should be focused on moving forward. •The strategy and goals of the organization are clear to all members of the organization and are an integral part of everyday operations •The employees are treated as the organizations key assets and are provided with the training, skill development, and resources to succeed while fulfilling the organizations strategy •Work is designed around teams to accomplish the goals of the business as a whole •Job processes and structures are streamlined to support a focused part of the organizations strategy •The management team is present to provide operational boundaries, resources for tasks and guidance when needed •The organization will always exceed the expectations of its customers Identifying Employee Needs
The Term Paper on Supervisors And Manager Employees Organization Mrwmd
... this paper. The organization's commitment to employee satisfaction, safety around the workplace, job performance rewards and creating ... culture that is supporting the informal organization goals, merging employee, supervisor and management values and ... strategies that can be implemented by MRWMD with little difficulty, have minimal financial costs and will afford immediate benefits to the organization. ...
Given the fact that construction workers are out on job sites most of the day and cannot voice their needs or concerns when they arise, we recommend a system of top-down check ins daily where managers will have mobile conferences with site supervisors after having team meetings that morning on the different job sites. This will help move any employee needs or issues up the management chain faster. To add to that process management will have quarterly one-on-one meetings with all employees to address any needs and guide in filling any performance or skill gaps that will later be scheduled for improvement. Measuring Employee Skills
Using the WebFOCUS software, we recommend having employees taking an online test that can be done at work or home that will identify each employee’s skills and strengths and will put those into a database that measures standards to each job and where that employee excels or falls short in that job and the construction industry. The new software will also keep the company goals and focus for both Michigan and new Arizona facilities simultaneously. Addressing Skill Gaps
Construction employees are notoriously hands on people so after a proper skills assessment test to identify strengths and weaknesses in that employees current position we recommend a one-on-one meeting between that employee and their manager where a training map can be discussed and implemented over a three month period which will consist of both online and on-the-job training to bring the employee up to industry standards for their respective position. The training will be monitored by site supervisors and progress will be logged and relayed to upper management. Effective Performance Feedback
The Dissertation on A Study on Job Satisfaction Level on Employee’s Performance at JUPEM Negeri Sembilan
... leader and/or manager to motivate employees in relation to increase job satisfaction and better work performance of employees; The ... meetings and gatherings within the general employees and top management personnel to share knowledge and information as well as to collect feedback ... with Co-workers Psychological Organizational Factors Pay Company Policies Nature of Work Supervision Recognition and ...
Performance feedback is essential to both the employee as well as the company so we recommend a system of open communication and full disclosure as they pertain to current and the projected 20% new employees over the next year for the company. The process will consist of the manager clearly conveying their expectations of said employee at the point of hire, informing that quarterly one-on-one meetings with the manager will be held
to make sure that employees performance goals are being met, and address any issues or concerns that arise. The process for the yearly performance feedback reviews will consist of a clear ranking system based off of the managers previously stated expectations of that employee, social and technical compliances for that employee, and will give an overall score that will dictate any compensation raise or bonus. The day of the performance feedback the employee will receive a printed out copy of the feedback an hour before their actual meeting with management. This will allow the employee to work out any emotions or feeling within themselves first so that the meeting with their manager can be conducted with fresh eyes and ears. The manager will not address any issue with compensation or wander off topic during the feedback and new goals and expectations will be discussed and implemented from that point. Conclusion
The information that has been given in regards to Marylee Luther’s construction company warranted a completely all inclusive software system to be able to make assessments and organize information regarding the business and employees. We feel that the WebFOCUS software chosen for her company will streamline processes and expedite growth as they expand to the Arizona market and provide flexibility for the managers to use in new ways moving forward in both states respectively. We believe that the process changes recommended towards employee relations will empower the employees to expand their own knowledge and foster a sense of accountability and ownership that will ultimately take the company and employee to the next level.
The Review on Employee Engagement Sheme
... to best allocate their time during the feedback process. Some managers decide to concentrate more on the employees’ performance or personality strengths while others may ... setting goals effectively empowers employees to act. 3. Communication about performance. Feedback is communication in the company that helps an employees understand how their job ...
References
Information builders (1996-2013).
Retrieved from http://www.informationbuilders.com/products/webfocus/webfocuspmf The center for organizational design (2012).
Retrieved from http://www.centerod.com/high-performance-philosophy/
