Kaetz | 1 MGMT2001 Human Resource Management HR

K a e t z | 1

MGMT2001 Human Resource Management

HR Performance Improvement Plan

Bryan Kaetz

May 2nd, 2018

SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 2Quarterly Review Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 5Explanation of Tool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 13Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 16Explanation of Appraisal . . . . . . . . . . . . . . . . . . . . . . . . . . page 18

Appendix A: Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . page 19Appendix B: Rubric & Directions . . . . . . . . . . . . . . . . . . . . page 37

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SWOT Analysis

Job Posting: Associate

INTERNAL EXTERNAL Strengths Opportunities

1. Gap: Benefits listed in job posting, which is good forthe applicant as this is something they would belooking for.

2. H&M: Description of “Sales Advisor” at the top,differentiating from a salesperson in that they areshowing they are expecting more of a customerservice environment over a selling environment.

3. H&M: Lists different responsibilities under differentcategories within overall responsibilities, showing thevarious strengths an applicant needs to have.

4. Both: Gives paragraph overview of the job itself,then moves into more specific responsibilities withinthat description.

1. Gap: Last paragraph listing equal opportunity, non-discrimination, and other recruiting practices. Also,the Best Places to Work and Catalyst awards are agreat draw for potential applicants.

2. Gap: Again, the benefits information could be agood advantage over competitors’ job postings thatdo not have something of that sort to attractapplicants.

3. H&M: Lists who the position reports to and if thereare any direct reports the applicant would be incharge of, while other companies may not.

4. H&M: Despite different position name, postingdescribes the difference at the beginning of thedescription itself.

Weaknesses Threats 1. Gap: “executes Omni-Channel processes to ensurecustomer needs are met (i.e., SFS, RIS)” This isconfusing for someone who would be applying to thislevel of position. I do not even know what SFS and RISstand for in Gap’s case.

2. Gap: While benefits information can be helpful,superfluous benefits that are not generally applicableto someone in this position are not necessary andcould be disappointing to an applicant who learns theyare not included.

3. H&M: “meet the 5 basic demands,” but does not listor explain what those 5 basic demands may be.

4. H&M: Different qualifications may not allow forbest employees despite adequate skill sets.

1. H&M: Does not list benefit information to attractapplicants.

2. H&M: Other-than-standard position naming: “salesadvisor” versus “sales associate,” but this may beconfusing for potential applicants.

3. H&M: Experience preferences may lessen and/orweaken the job pool or candidate/applicant supply.

4. H&M: Lack of company description (i.e. Gap) maynot give enough detail about H&M as other companiesmay to explain if an applicant would be a good fit forthe company’s culture.

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SWOT Analysis

Job Posting: Assistant Manager


1. H&M: Lists different responsibilities under specificcategories they fall into for an applicant to betterunderstand expectations of the role.

2. Gap: Overall, this posting provides a great snapshotinto the needs of this position and what is required ofa potential applicant prior to applying.

3. Gap: Benefits listed in job posting, which is good forthe applicant as this is something they would belooking for.

4. H&M: Posting shows reporting structure at thebeginning – this position reports to the Store Manager& has direct reports of Department Supervisor andSales Advisor(s).

1. Gap: “High school diploma or equivalent experiencepreferred” would be good for external candidates thatmay not have the education but have experience inthe field.

2. H&M: Gives more leadership opportunity to therole, garnered via the “effectively schedule staff withinthe department,” which give more ownership into thebusiness as this is generally a SM duty in the field.

3. H&M: “Overall job function” provides a very briefexplanation/summary that other brands do notprovide.

4. H&M: Lists not only performance statements, butkey qualities for each of these standards.

Weaknesses Threats 1. Gap: ASM position is considered part-time, which isstrange for this type of position. This usually requires a 40-hour workload schedule.

2. Gap: Benefits listed that would not apply to a part-time position.

3. Gap: “owner of DOR,” but does not detail what theresponsibilities may or may not be. More detail in thiswould better the job description.

4. Gap: states that merchandising acumen can instillloyalty, but these two qualities do not truly relate in aretail environment like this.

1. Gap: The part-time ASM position could weaken theapplicant pool for this position. Generally, an ASMposition is expected to be full-time due to workloadand expectations of a potential applicant.

2. H&M: 2-3 year experience in retail managementpreference could reduce the number of applicantsthat may be otherwise qualified.

3. H&M: qualification of high school graduate orequivalent required – but this type of position may notneed this exact equivalency dependent upon priorexperience.

4. Gap: H&M posting lists key competencies that aregeneral to the position that the Gap posting fails to.

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SWOT Analysis

Job Posting: Store Manager


1. Both: Separates key responsibilities into differentcategories. This is the first Gap job posting that doesthis, in comparison with the ASM and Assoc postings.

2. Gap: Benefits listed in job posting, which is goodfor the applicant as this is something they would belooking for.

3. Gap: Highlights organization relationships requiredto succeed in position – that it is a direct report to theDistrict Manager, but also communicates with HQ andfield management and inter- and intra-district peers.

4. Gap: Gives good description of the company and itsculture at the beginning of the posting.

1. H&M: 2-3 years of retail experience preferred, orcomparable experience. Does not list a bachelor’sdegree as a requirement. This is more entry-level thanGap’s position, open to new college graduates.

2. Gap: Preference for Gap experience would bring inonly those who know the Gap business and mindset.

3. Gap: Degree equivalence for education level islisted, opening the candidate pool to more thancollege graduates.

4. H&M: Position feels more focused on hands-onmanagement versus a big-picture overview.

Weaknesses Threats 1. Gap: Use of internal acronyms is confusing forexternal candidates.

2. H&M: Use of internal terminology such as “5 BasicDemands” for Customer Service.

3. Gap: Posting feels more broad/higher-level than theH&M posting in the descriptions of job duties,responsibilities, and qualifications.

4. H&M: Job posting feels less professional/morecasual in tone. “You know, being whatever isnecessary at any given moment…”

1. Gap: Prefers Gap, Inc. experience over others –could lead to poor choices in internal vs. external andlessened diversity of thought.

2. Gap: Minimum of 5 years of retail experience. Doesnot list degree equivalence to this.

3. Gap: Use of internal acronyms is confusing forexternal candidates.

4. H&M: Use of internal terminology such as “5 BasicDemands” for Customer Service.

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Month 1: Feb Month 2: Mar Month 3: Apr Score:1 TY Plan TY Plan TY Plan2 TY LY TY LY TY LY345678

1

Directions: Enter specific and exact number or percentages based upon the most recent reporting of the below.Scores to be auto-calculated by HR based upon current company standards.

Directions: Each employee should receive a performance review every quarter - or once every three months. This is to ensure constant feedback conversations in order to properly develop our employees within the company. The employee should first receive an explanation as to how to complete their own self-review. The scale is as follows. (NOTE: 3 is average, meeting expectations required of the employee's current position.) Ensure to be open and honest. Once the employee has completed the self-review, the manager then completes the review with consideration to the employees' answers in order to provide appropriate comments in the case of any substantial differentiation in scores.

Directions: Employee must score themselves between 1-4 (see scale above) in the first, left box labeled "Employee Score." for Parts 1-6 of Section II. The key is to be realistic and honest on your own performance to receive valid feedback. There is ample room for both employee and management comments. In each part, there are also developmental questions to further support and validate scores. Once the employee has completed their self-assessment, the manager performs the same operations in the second, right box labeled "Manager Score."

EMPLOYEE QUARTERLY REVIEW

Sometimes Meets Expectations:Employee does not always meet requirements and some improvement is needed with follow-up.

Section II - Performance Measures:

% or Pass/Fail

Make customer service the number one priority by upholding service standards.

Exceeds Expectations:Employee has exceeded goals for the quarter. This employee exhibits behaviors and is already performing at the next level.

SCALE:

Section I - Key Performance Indicators:

4

3

2

1

Part 1: Customer Service & Sales

Fails to Meet Requirements:Employee does not meet requirements and exhibits unacceptable behavior. Follow-up is required and termination may result if performance continues.

3.0$50.00

25%

EmployeeScore

ManagerScore

Meets Expectations:Employee meets requirements and responsibilities are executed in a superior and effective manner.

Customer Surveys

% or Pass/Fail % or Pass/FailTotal Score for Section I:

3.0$50.00

25%85%

Made/Missed

3.0$50.00

25%85%

Made/Missed

Sales vs. PlanSales vs. LYUPTDPTConversion

PayrollAudits

85%Made/Missed

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2

34

5

6

1

2

345

Demonstrate teamwork within the store and company.Embrace new initiatives and demonstrate ability to adapt and coach behaviors.Be open to coaching.

How did you drive customer survey scores?

(Manager Comments)

Part 2: LeadershipMotivate team to meet store goals through appropriate communication.Align talent and delegate properly with follow up as needed via proper time management.

Employee Comments

Manager Comments

Performance Questions

2

3

4

5

How did you drive email and loyalty acquisition in your store?

Did you follow up with your team on MOD evaluation and compliance? Was this tracked daily? How did you maintain MOD effectiveness?

Did you have any customer complaints? If so, why and how did you correct them?

1

How did you personally drive or influence sales this year?

Understand and improve awareness of key performance indicators and howto use them to drive sales.Ensure the role of manager-on-duty is executed properly and effectively.

Comments:

Ensure customer concerns are addressed appropriately and quickly.Use tools and reports effectively to evaluate business needs and determine changes.Maintain email and loyalty acquisition goals.

Total Score:

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6

123456789

1011

Communicate staff, health, and safetey concerns to supervisor.Respect diversity and inclusion.

Total Score:Comments:(Employee Comments)

Network, recruit, and hire top talent.Assist in filling open positions an meet ongoing hiring needs.Assist in proper development of staff based on individual needs.Communicate any coaching and feedback conversations.Take an active role in self-development.

Part 3: Human ResourcesDemonstrate professional conduct and maintain confidentiality.Adhere to and uphold dress code guidelines.Ensure team is treated professionally and respectfully.Maintain role in employee retention through ongoing development.

2

3

4

(Manager Comments)

Were you open to coaching? What did coaching behaviors look like this quarter?

How did you manage communication properly from the top down? Were the appropriate partiescommunicated with?

What did teamwork in your store and in the organization look like this quarter?

Comments:(Employee Comments)

(Manager Comments)


1

How did you motivate your team this year?

Communicate effectively at all staffing levels by displaying effective written and verbal communication skills.

Total Score:

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1

23

4

5

678

(Manager Comments)

4

5

Did your team represent the brand at all times? Was the dress code policy properly executed?How did you correct issues with this?

How were open positions filled? Were you short-staffed any time during this quarter?

How did you develop your team this quarter?

What did you to develop yourself this quarter?

Any performance management issues and how were they handled?

(Manager Comments)


1

2

3

Execute, follow up, and respect all operational policies, procedures, and directives.

Part 4: Operations

Communicate operational and maintenance concerns to supervisor.

Maintain replenishment execution to ensure sales floor is ready for customersat all times.

Ensure proper housekeeping standards: neat, clean, and organized selling floor and stock room.

Maintain audit compliance: resolve all audit-related issues in a timely manner.Execute inventory shrink improvement programs.

(Employee Comments)Comments:

Score:Attend mall meetings and communicate effectively with mall management.Take active role in management meetings and staff meetings.

(Manager Comments)

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1

2

3

45

Does the entire team follow policy and procedures? Were there any specific difficulties or call outs?

Was your store neat, clean, and organized? How did you ensure this happened?

Was your store full and all sizes represented on the floor at all times? What did the replenishment process look like in your store?

Were all staff meetings held, including management meetings? How were these meetings utilized?

3

1


2

How did you ensure audit compliance? What did you do to make it happen?

4

5

(Manager Comments)

Execute promotional changes and markdowns in a detailed and timely manner.Stay up to date on product knowledge and communicate with team.

Score:Comments:(Employee Comments)

Part 5: Visual PresentationsLead planning and execution of store floor sets and any other visual or marketing directives.Communicate product opportunities or quality issues to supervisor.React to sales and sell through quickly and efficiently and maintainreplenishment.

Performance Questions:

(Manager Comments)

How was floorset completed on time and to standard?

What type of product feedback did you send in? What was the quality-level and validity of this information?

2

1

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4

3

2

How were sell-through strategies executed in your store?

How did you manage product knowledge with your team?

Score from Part 5:Score from Part 4:Score from Part 3:Score from Part 2:

Section III: Developmental Goals from Previous Quarter

Total Score for Section II:

Score from Part 1:

Directions: Copy scores for both employee and management scores from previous parts to below boxes and average for total score for Section II.

(Manager Comments)

Two

Score:Comments:

Directions: Review employee's previous quarter review and copy developmental goals to this section. Then, rate the effectiveness of the employee's development and achivement toward their previous goals. If employee did not receive a quarterly performance review last quarter, skip to totals and developmental goals for next quarter.

OneGoal

Score:Comments:(Employee Comments)

(Manager Comments)

Goal

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Section IV: Overall Performance Scores

Score from Section I:Score from Section II:

Score from Section III:Overall Performance Review Score:

Directions: Copy total scores for both employee and management scores from previous sections to below boxes and average for overall performance review score.

Goal 2

(Action Plan)

(Goal)Goal 1

Section V: Developmental Goals This Quarter

Total Score for Section III:

(Manager Comments)

With employee, develop three goals they would like to focus on over the next quarter or long-term goals repeatedfrom previous section. Keep in mind performance measures and how the employee needs to continue to develop to perform above expectations in the next quarter. Develop an action plan to meet these goals. (Remember to use SMART goals - specific, measurable, achievable, relevant, and timely.) Review employee's answers to performance questions in Section II to develop appropriate goals.

Three

Directions: Total and average scores from each of the goal performance scores from above for the below boxes.

Employee Comments

Manager Comments

(Employee Comments)Comments:

Score:

Goal

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Manager: Ensure to print 2 copies of this review. One copy goes to the employee and the second copy goes to HR.

Employee Signature Date

Manager Signature Date

(Action Plan)

(Goal)

(Action Plan)

(Goal)

Goal 3

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Explanation of Performance Appraisal Tool (1p)

I wanted to create a performance appraisal tool different than any that I have taken part in myself –

from both the employee and manager perspective. In my experience, many have failed in the aspect of

performance appraisal occurring more than once a year, and even in the content of the performance appraisal

itself. In this tool, I attempted to combine both the behavioral and results approaches to performance

management. While I have experienced plenty of performance reviews in the form of the attribute approach,

adding into the mix these other two approaches would also greatly increase usability for many involved in a

company – from the employee in developing and improving themselves (and having goals to do so), to the

manager in being able to truly assess an employee fairly and equally, as well as give them potential

developmental opportunities, to the Human Resource Manager who could have a true view of the knowledge,

skills, abilities and other characteristics an employee has in regard to their job functions and be aware of what

potential weaknesses the company has moving forward.

This performance appraisal tool is for management level and above. From the beginning, overall

directions were included to show the basics of how to go through the performance review – that the

employee does a self-review first and then the manager reviews the employee after this. There are directions

per each specific section as well. There is an explanation that 3 is the average in order for associates to have a

gauge as to what the baseline is. Following these is the scale from 1-4 and explanation of each number in the

ranking system. This is to clearly define to the associate and the manager what each of these numbers

represents in regard to the performance measures expected later in the review.

Section I is KPIs, or Key Performance Indicators. These are basic performance measures of the store

that are reported on – the scores in this section are explained to be auto-calculated based on current

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company goals/percentages. These include measurables such as Sales versus Plan numbers as well as Last

Year’s sales numbers, units per transaction, dollars per transaction, conversion – the number of customers

that make a purchase versus the number coming into the store, customer surveys or feedback, whether

payroll was made or missed in that month, and finally audit scores. These are all quantifiable deliverables of a

retail store location that can measure the store’s performance and the actions of the staff to affect them. This

is the only section I did not include a comments area as numbers are numbers and not subject to opinion, but

actions to get to the numbers may be.

Section II are the Performance Measures – or specific actions that are required to be successful in the

job. These are also phrases that could go into a job description or job posting for a management position,

dependent upon the focus of the position. I separated this into 5 key categories/parts: Customer

Service/Sales, Leadership, Human Resources, Operations, and Visual Presentations as the majority of

responsibilities of the job postings previously assessed fit into one of these key categories. Within each of

these 5 parts are two sections: the first being specific behaviors that both the manager and associate give a

score for, and finally objective questions in order to better explain different aspects of the scoring. The

behaviors are based upon job postings and other performance appraisal tools from a number of retail

companies. The questions are based upon the behaviors previously scored. These parts are totaled at the end

to make them easier to find.

Section III are Developmental Goals. Each quarter, following a performance appraisal, the employee

and manager are to review scores and develop goals and action plans to reach these goals (further explained

in Section V). In Section III, progress and achievement of the previous review period’s goals are assessed. Both

manager and employee are given an opportunity to comment and score the level of achievement to the goal.

These are also totaled at the bottom of this section.

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Section IV is simply the totals from each section to give an Overall Performance Review Score, ranging

from 1-4 based upon the average of each of the previous sections. This would aide in the determination of the

employee’s final ranking within the company and any potential merit increases, raises, promotions, or

otherwise.

Finally, Section V is the development of this quarter’s goals. Following the appraisal, the manager and

employee set goals for the employee to meet within the next quarter. These could also include long-term

goals that span longer than the quarter, but action plans are to be developed for each goal with the quarter in

mind. SMART goals are to be utilized in this section to give actual deliverables for an employee to achieve

within their action plans. This aides in the development of the employee into achieving higher performance

scores in the next quarter, and development into the next role. Another thing noted in the directions is review

of the performance questions for Section II in creating goals and action plans. Then, the review is to be signed,

dated, and copies made to appropriate persons.

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Procedure (1/2p)

1. Appraisals are to occur in every quarter:

a. February – April: Appraisal period May 1st-5th

b. May – July: Appraisal period August 1st-5th

c. August – October: Appraisal period November 1st-5th

d. November – January: Appraisal period February 1st-5th

i. Exception for 4th quarter – appraisal period may be delayed to Week 2 of February for processing of all Year-End

procedures.

2. Create an agenda for the first Thursday of the appraisal period, partnering with Human Resources, to set times for appraisal

meetings with each appraisal-eligible employee. Meetings should last typically 30 minutes per employee. These may extend to

Friday morning if needed.

3. On the first Monday of the appraisal period, provide each appraisal-eligible employee with the self-review form. They are to

complete this form prior to appraisal meetings; on the first Wednesday of the appraisal period.

4. On the first Wednesday of the appraisal period, managers are to review each employees self-review form and give scores and

comments per each employee as described in directions.

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5. On the first Thursday of the appraisal period, the manager must meet with each employee in the store to review their appraisal.

a. The manager is to go section-by-section to review expectations, any inconsistencies between employee and manager scores,

and comments.

b. Finally, the manager and employee are to set quarterly performance goals and create an action plan to achieve these goals

together.

c. Manager and employee sign and date the original copy of the appraisal form.

d. The manager must then make a copy for the employee’s records and provide the original copy to Human Resources.

Appraisal Period Monday Tuesday Wednesday Thursday Friday

Manager: Manager: Manager: Manager: Manager: Create agenda for appraisal meeting times Distribute self-appraisal forms Set meetings times with each employee for Thursday

Once all self-appraisal forms have been received, continue employee appraisals.

Perform appraisal meetings. Form goals. Create action plans.

12pm: All appraisal forms due to HR

Employee: Employee: Employee: Employee: Employee: Begin Self-Appraisal 12pm:

Self-Appraisal Forms Due Attend appraisal meetings Form goals Create action plans

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Explanation of Developed Performance Appraisal (1p)

I believe this tool would greatly improve any issues within the organization. First, this would put in

place basic rules that employees are governed by and evaluated on. With this tool, employees would be able

to see exactly how they are evaluated ahead of time, their current evaluation, and also work on developing

themselves in order to better meet each of the specific items for their appraisal. The tool also gives the

employee an opportunity to self-evaluate so that they can see where they think they are versus where their

managers think they are in terms of performance. This is another good opportunity for feedback is both

viewpoints are assessed fairly and treated equally.

This tool could solve issues such as tardiness, inappropriate behavior, and overall performance. Each of

these indicators is evaluated within the appraisal tool itself, leading to development and coaching

conversations that management could utilize to curb these undesired behaviors. Showing an employee that

they are assessed on these topics, and thus given pay raises, deductions, or otherwise based upon them, could

motivate the employee to perform better in the future in order to receive a better subsequent evaluation.

With quarterly appraisals, these forms could also be further documentation to support the potential

termination of nonperforming employees if goals are consistently not met. With 4 appraisals per year, these

would be great supporting documents in any case of issue with the separation of employment. Again, this

would also greatly aide in the development and further growth of employees as well through goals and

developed action plans to achieve every three months. Consistent feedback would lend to development of

employees through the ranks.

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Appendix A: Job Postings

A1 – Associate: H&M

A2 – Associate: Gap

A3 – Assistant Manager: H&M

A4 – Assistant Manager: Gap

A5 – Store Manager: H&M

A6 – Store Manager: Gap

Appendix A: 1 - Associate: H&M | 20

Appendix A: 1 - Associate: H&M | 21

Appendix A: 2 - Associate: Gap | 22



Appendix A: 3 - ASM: H&M | 25



Appendix A: 4 - ASM: Gap | 27



Appendix A: 5 - SM: H&M | 30



Appendix A: 6 - SM: Gap | 33




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Appendix B

1. Rubric

2. Directions & Guidelines

DtYCi" ½,ttz. Possible Actual MGMT2001 Final Project Rubric Points Points 1. Evaluate and Compare Job Postings -_SWOT Analyses 20

3 SWOT analyses included, 1 for 2 SWOT analyses included 1 SWOT analyses included ,

-each set of postings For only 1 set of postings, or combined for all 3 sets ·3:.

Points ID 2 1 -

Formatting: Ch'arf or list; Formatting: Chart or list; Formatting: Paragraph-style; Formatting: Any;

I Each bullet is accompanied by a Bullet explanations should be explanations run into each other Most bullets are not brief explanation expanded/stronger making the point distinctions accompanied by a brief 3

unclear explanation Points 2 2 1-

Each section (S�-0-T) has at Each section (S-W-0-T) has at Some sections (S-W-0-T) have a Some sections (S-W-0-T) only least 4 bullet statements least 3 bullet statements good number of bullets, but have 1 bullet statement

some sections only have 1 bullet 4 statement

-

Points (4') 3 2 1--

Overall, bullets are quality points Most bullets are quality points Some bullets are quality points Overall, bullets points are weak, and provide a relevant analysis that accurately reflect the that accurately reflect the with little connection to the of the postings, and accurately designated section (S-W-0-T); designated section (S-W-0-T); actual postings, and reasoning reflect the designated section (S- however, some points need to however, a good amount of for designated section (S-W-0-T) W-0-T) be stronger and show more of a points need to be stronger and is difficult to determine.

le> connection to the actual show more of a connection to postings the actual postings

�-

I-,

Points (1b/ 8 6 2 2. Performance.AppraisalTool 20

I Formatting: Performance Formatting: Performance Formatting: Performance Formatting: Performance I Appraisal Tool looks professional Appraisal Tool is formatted in a Appraisal Tool is formatted in a Appraisal Tool does not look & sections are presented in a mostly professional manner with somewhat professional manner professional

'3, neat & clean manner few issues with multiple issues

Points (3� 2 1 0 Performance Appraisal Tool is Performance Appraisal Tool is Performance Appraisal Tool is Performance Appraisal Tool is well developed - includes a developed to an adequate level, developed to a less adequate not developed to an adequate variety of appraisal methods (at with 1-2 appraisal methods & level, with 1 appraisal method & level, with 1 appraisal method & least 2 - preferably 3) with sufficient directions for each less sufficient directions for each insufficient directions for each r1 clear/detailed directions for section section section each section &�l-k :st If

---:

Points (17) 15 9 3

Appendix B: Rubric | 38

� Explanation/Rationale for Appraisal Tool Items 1 Rationale is provided for each Rationale is provided for each item (question, etc.). & detailed section & fairly detailed explanation is provided for each explanation is provided for each

Points I (2d) 17 4. Written Procedures for Administering the Performance Appraisal Tool

The procedures for The procedures for administering the appraisal tool administering the appraisal tool are explained clearly with are explained, but should enough detail to fill approx. 1/2 include more detail/clarity; page of double-spaced content content fills approx. 1/3 of the & includes appropriate citation page & includes appropriate

�-toue_� citation

�ula-..r �.,:J.-Points /2<1') 17 5._Explain how Performance Appraisals Will. ..

Items a, b, & c, are clearly addressed with information explained for each, & alternative appraisal option identified & briefly explained; at least 1 page of double-spaced content

Points (20) Formatti_r:ig & Other

�

Direct Copy: Points will be deducted based on amount of direct copy in relevant areas; point deduction will show below Total Score

Points

Items a, b, & c, are addressed with limited information explained for each, or adequate information for at least 2/3 & alternative appraisal option identified; at least 1 page of double-spaced content

15

Formatting/presentation of overall report could be improved Missing Section Headings

up to -3

l-xcell�I- i-J:ri:. If a section is missing, 0 points will be awarded.

Very little rationale is provided for each section & weak explanation is provided for each

10

The procedures for administering the appraisal tool are not well explained, & should include more detail/clarity; content fills approx. 1/3 of the page

10

At least 2/3 of a, b, & c, are addressed with limited information explained for each, or adequate information for at least 2/3; no alternative appraisal option identified; at least 1/5 page of double-spaced content

9

Multiple grammatical issues &/or many spelling mistakes or wrong word used

up to -5

� / �Ca

It is possible for scores to be allocated within a range between the numbers set for each section.

20

Little to no rationale/explanation is provided for items/sections on the tool Zo

5 20

The procedures for administering the appraisal tool are sparse & content fills less than 1/ 4 of the page

·-z,.e>

5 20

Information is provided, but a, b, & c, are not addressed

zo

5

Missing Appendices: Full examples should be included for 6 job postings

up to -6

Total Score /CXJ

Late Submission -

Direct Copy -

New Tota I Score

Appendix B: Rubric | 39

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MGMT2001 Human Resource Management HR Performance Improvement Plan: 20 Points 1. Background Information: You have just been hired as the new Human Resources Manager for XYZ Retailer. Before you, there was no human resources department, so much of the associated activities were carried out by other departments. However, the President of the company realizes that as they grow, a unified HR system with the associated professionals is necessary. The first duty you have is to help deal with the company’s issues of employee tardiness, inappropriate behavior, and overall poor performance. After spending some time within the company, you believe these issues stem from the company’s lack of a formalized performance appraisal system for employees. In addition, there are no job postings for the positions of Store Manager, Assistant Manager and Associate.

2. Deliverables (and Grading): 1) (20 pts) Evaluate and compare job postings for the 3 positions listed above. (Approx. 1 page each)

a. Find 2 real/actual job postings or descriptions PER position (6 total) b. Evaluate and compare the 2 postings/descriptions for each position

• Conducting a SWOT on each set of postings is a good way to evaluate and compare them • Present the SWOT for each set of postings in an individual chart or list format • Each SWOT section should have at least 4 points • THESE SWOTs ARE NOT BASED ON THE ACTUAL JOBS, BUT ON THE REQUIREMENTS, etc. AND

THE POSTINGS THEMSELVES b. The actual job postings/descriptions should be attached in Appendix A: Job Descriptions

• Be sure that each of the postings/descriptions is numbered 1-6 2) (20 pts) Develop a Performance Appraisal Tool/Form to be used in all stores when reviewing employees, including the directions for the tool you create (Approx. 1.5-3 pages)

a. Tool must include multiple evaluation methods/techniques b. Be creative in your formatting and assessment style

• You may use examples for inspiration, but it is important that you develop your own tool Do not copy and paste an existing appraisal tool

3) (20 pts) Explain the rationale behind the chosen questions, forms etc. (Approx. 1 page)

a. Provide your reasoning for each section/question/item included on your appraisal tool • Why did you include it? • What purpose does it serve?

4) (20 pts) Prepare procedures for administering appraisals within the organization (Approx. ½ page)

a. It is necessary you do research on this part to find how other companies accomplish this task. You do not need to attach physical examples of your research; however, you must cite sources regarding how you created the procedures (this section is different than the directions in section 2) b. This section should explain the timeframe of appraisals, who conducts them, how they are conducted, and additional procedures, etc.

5) (20 pts) Explain how the developed performance appraisal will: (Approx. 1 page) a. Assist with the overall improvement of employees b. Solve the company’s issues of employee tardiness, inappropriate behavior, and overall poor performance

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c. Contribute to the overall improvement of the company

Format & Notes:

• Reports must include information on each of the points listed above (w/section headings) • Professional format - may include single and double spacing, and bullets when appropriate • Up to 6 points will be deducted for incomplete Appendixes • Projects are to be submitted to ulearn and a bound hard copy must also be submitted

Grading: Scores will be based on clarity and completeness of the information provided

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Performance Improvement Plan – Progress Check: Section 1: 1 Point

Objective: To indicate progress on this section and to gain feedback and clarification on the progress

Task: Show progress for the current section This Term Project will be progress-checked throughout the term. In each section, you will be building on the previous sections of the project to develop relevant work. Section 1: Evaluate and Compare Job Postings (Progress Check) Section Overview: Research multiple job postings for similar types of jobs being used for this project. After reviewing various postings, develop your own SWOT analysis for each posting. Use your researched examples to determine the strengths, weaknesses, opportunities, and threats, of each posting. The SWOTs should not be based on the actual jobs, but rather on the postings themselves. Be sure to use appropriate formatting. 1) (20 pts) Evaluate and compare job postings for the 3 positions listed above. (Approx. 1 page each)

a. Find 2 real/actual job postings or descriptions PER position (6 total) b. Evaluate and compare the 2 postings/descriptions for each position

• Conducting a SWOT on each set of postings is a good way to evaluate and compare them • Present the SWOT for each set of postings in an individual chart or list format • Each SWOT section should have at least 4 points • THESE SWOTs ARE NOT BASED ON THE ACTUAL JOBS, BUT ON THE REQUIREMENTS, etc. AND

THE POSTINGS THEMSELVES b. The actual job postings/descriptions should be attached in Appendix A: Job Descriptions

• Be sure that each of the postings/descriptions is numbered 1-6 Examples of SWOT points: S: Requiring a Bachelor’s degree in business makes sense for a person who is going to be managing a store that requires HR, financial, and management knowledge. W: The job description is written in paragraph form – it would be clearer in a bulleted list format. O: Changing the posting content format will make the requirements more easily identifiable to viewers T: By requiring a Bachelor’s degree, people without a degree, but who have extensive retail management experience might be overlooked You may change the titles of the positions to be more relevant to the type of organization that is of interest to you – just be sure to include positions from 3 different levels. Section Deliverables: 1) SWOT of Store Manager Job Postings 2) SWOT of Assistant Manager Job Postings 3) SWOT of Associate Job Postings 4) Researched Examples – 2 for each type of job posting. Store Manager Assistant Manager Associate

K a e t z | 43 Appendix - Examples


Performance Improvement Plan – Progress Check: Sections 2 & 3: 2 Points Objective: To indicate progress on this section and to gain feedback and clarification on the progress

Task: Show progress for the current section This Term Project will be progress-checked throughout the term. In each section, you will be building on the previous sections of the project to develop relevant work.

Section 2: Performance Appraisal Tool Development (Progress Check) Section Overview: Research multiple examples of performance appraisal tools. After reviewing various examples, and based on what you have learned in class, develop your own appraisal tool. Use your class and researched examples for ideas, but the entire tool should be developed by you, and not copied from a source. Formatting will most likely vary throughout the tool. Be sure to include instructions for the various sections of your tool. Strong appraisal tools will have multiple assessment methods/techniques/styles. 2) (20 pts) Develop a Performance Appraisal Tool/Form to be used in all stores when reviewing employees, including the directions for the tool you create (Approx. 1.5-3 pages)

a. Tool must include multiple evaluation methods/techniques b. Be creative in your formatting and assessment style

• You may use examples for inspiration, but it is important that you develop your own tool Do not copy and paste an existing appraisal tool

Section Deliverables: 1) Performance Appraisal Tool Performance Appraisal Tool

Section 3: Rationale for Appraisal Tool Development (Progress Check) Section Overview: Explain your reasoning for each section/question/item on your tool. 3) (20 pts) Explain the rationale behind the chosen questions, forms etc. (Approx. 1 page)

a. Provide your reasoning for each section/question/item included on your appraisal tool • Why did you include it? • What purpose does it serve?

Section Deliverables: 1) Performance Appraisal Tool Rationale

K a e t z | 44 Performance Appraisal Tool Rationale

MGMT2001 Human Resource Management Performance Improvement Plan – Progress Check: Sections 4 & 5: 2 Points Objective: To indicate progress on this section and to gain feedback and clarification on the progress Task: Show progress for the current section This Term Project will be progress-checked throughout the term. In each section, you will be building on the previous sections of the project to develop relevant work. Section 4: Procedures for Administering Appraisals (Progress Check) Section Overview: In this section, you will provide procedures for how to conduct the performance appraisal in your organization. This section should include timeframe, frequency, position to conduct the appraisal, etc. 4) (20 pts) Prepare procedures for administering appraisals within the organization (Approx. ½ page)

a. It is necessary you do research on this part to find how other companies accomplish this task. You do not need to attach physical examples of your research; however, you must cite sources regarding how you created the procedures (this section is different than the directions in section 2) b. This section should explain the timeframe of appraisals, who conducts them, how they are conducted, and additional procedures, etc.

Section Deliverables: 1) Procedures for Administering the Appraisal Tool “Appraisal.” Business Hub Home, ABDO, 2018, www.abdo.org.uk/business-hub/expertise-additional-support/abdo-hr-service/appraisal/. Appraisals are a valid tool for businesses of all sizes. A well designed, well executed appraisal scheme can benefit both employers and employees by providing a regular opportunity for:

• Reviewing, managing and improving performance • Recognising achievement • Increasing motivation • Assessing strengths and weaknesses • Identifying training needs • Obtaining feedback and ideas • Clarifying and setting objectives • Identifying future potential.

K a e t z | 45 The design of an appraisal scheme and the frequency of appraisals is a matter of choice based upon the objectives it aims to achieve. Most schemes focus on reviewing past performance, setting new objectives and identifying training needs. Some appraisal schemes are linked to pay reviews. Where pay is related to individual performance, linking the appraisal to a pay review may be a logical and necessary process. It can, however, make it difficult to achieve some of the other appraisal objectives at the same time. For example, an employee who knows that a pay increase depends on a favourable assessment is unlikely to draw attention to any weaknesses in performance. It will therefore be difficult for an employer to identify the employee’s training needs. Designing and Implementing an Appraisal Scheme A common reason for the failure of appraisal schemes is that they are too complex and require too much paperwork. What matters in an appraisal is that the discussion between appraiser and appraisee takes place and is acted upon. The paperwork is an important record of what was agreed but it is more important that there is an ongoing review of the commitments made by both parties during the appraisal meeting. Often objectives which have been set during appraisal and training plans which have been agreed are overtaken by events or other priorities. Managers should be focused on the ongoing process of performance management – supporting, monitoring and adjusting objectives – not form filling. See Appraisal Form for an example of a simple appraisal form that you could base your own tailored form upon. The Appraisal Form Most appraisal schemes require the appraiser to complete an appraisal form. This constitutes the written record of the appraiser’s assessment of the appraisee’s performance. It is easy when designing an appraisal form to get carried away and try to cover too much ground. Keep the form simple and limit the questions to those areas which are key to your scheme’s objectives. Concentrate attention on job performance and the achievement or non-achievement of objectives, not the personal characteristics of the appraisee. Appraisal forms may be used to support unfair dismissal and discrimination claims which are brought before employment tribunals. It is therefore important that the criteria used to assess performance do not discriminate on any of the grounds covered by employment legislation – sex, sexual orientation, race, disability, religion or belief. The Appraisal Meeting Thorough preparation is the key to a successful appraisal meeting. Take time to review the employee’s previous appraisal form. Consider his/her performance since the last appraisal and whether or not the objectives which were previously set have been achieved. Look at the whole period of time since the last appraisal, not just the events which are freshest in your mind. Start putting together your assessments but do not reach too many firm conclusions. An appraisal is a two way process and your appraisee’s input might change your views. A good idea is to complete the appraisal form initially in pencil, not ink. Try to avoid subjective judgements. Instead, be ready with statistics, measurable results and actual examples to illustrate your points and back up your assessments. This evidence based approach will help you to avoid some of the common pitfalls of appraisal, including:

• The tendency to let one of the appraisee’s characteristics (good or bad) influence your rating of all of the other aspects of his/her performance;

• The tendency to be overgenerous or overcritical “across the board”, so that it is difficult to compare your appraisees with others;

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• The tendency to allow recent events (good or bad) to distort your view of long term performance and achievement;

• The tendency to “stay on the fence” and rate appraisees in the middle of a scale (a rating scale with an even number of points may help to avoid this by forcing the appraiser to opt for a rating above or below the middle point).

The structure of the appraisal meeting will be largely determined by the format of the appraisal form. Most appraisal meetings begin with a discussion of past/current performance and an assessment of how far objectives have been met. The discussion will then move on to the setting of new objectives and the identification of training and development needs. Each objective set should be “SMART” – specific, measurable, agreed, realistic and time-limited. It is also important to obtain the employee’s agreement and commitment to any objectives which are set. If they are imposed or seen as unattainable, they will be resented and/or ignored. For a step by step guide to conducting an appraisal meeting and setting objectives, please see Step by step guide to conducting an appraisal meeting. Employees should be given a copy of the completed appraisal form and asked to comment on it for the record. Appraisal forms contain confidential information and should be held securely in the employee’s personal file. An employee who is dissatisfied with his/her appraisal should be given the opportunity to appeal to a more senior manager. This can be done as a further step in the appraisal procedure or as a formal complaint under the company’s grievance procedure. In either case, the employee should be allowed to be accompanied by a work colleague or a trade union representative at any subsequent appeal hearing. Responsibility for the appraisal does not end when the meeting is over. If the scheme is to be effective and credible, all of the points arising from the meeting must be followed up and any agreed actions, such as providing training or additional support, carried out. The employee’s progress towards the objectives which have been set must be monitored as part of an ongoing process of performance management. Leonard, Kimberlee. “Six Steps of the Performance Appraisal Process.” Small Business, Chron.com, 13 Mar. 2018, smallbusiness.chron.com/six-steps-performance-appraisal-process-1912.html. Six Steps of the Performance Appraisal Process by Kimberlee Leonard; Updated March 13, 2018

Business owners must be able to gauge whether or not an employee is meeting performance standards.

Developing a process that enables managers to appraise performance through objective metrics is imperative,

so that a manager can define any underlying human resource issues versus operational issues. It is possible to

customize the process, although there are six primary steps in the performance appraisal process.

Establish Performance Standards

Performance standards are not arbitrary. These standards are necessary with each job position, because the

performance standards are used to fulfill the mission and vision of the company. Performance standards are

established through job descriptions, employee handbooks and operational manuals. Standards are subject to

adjustment, based on changes in business needs.

K a e t z | 47 Performance standards include everything from attendance to sale goals. Businesses must set a company

culture of expectation fulfillment that is consistent for everyone. Giving some people a pass on meeting

standards creates problems with team morale and potential legal issues when firing employees.

Employee Communication

Establishing performance standards isn't enough. Business leadership must clearly communicate these

standards to employees. Even though standards are written and distributed in company manuals, there also

should be a specific onboarding process that summarizes the company's expectations. Regular meetings

reviewing the standards and expectations reiterates to employees that everybody must meet certain

minimum requirements to retain employment or to be eligible for raises or promotions.

Measure Employee Performance

Clearly defined standards are easy to measure. Leaders track and regularly review how employees are

performing. Attendance might be reviewed weekly when the schedules are made, whereas sales goals might

get reviewed monthly. Business leaders need to determine how often different performance standards are

reviewed, based on how it affects business achievement. For example, if a florist has a production line and one

person does not keep up with the daily flower arrangement quotas, a manager needs to review that

employee's performance sooner rather than later, before it negatively affects sales or morale among the

others on the team, who must absorb the negligent employee's workload.

Compare to all Employee Metrics

Employers usually set performance standards, based on experience and industry data. Every business and its

employees are unique. However, comparing one employee against all others who perform the same tasks

gives an employer an idea about whether or not the underlying issue is the employee or if it's a bigger issue of

training or operations obstacles. As with the example of the floral production line, one employee who is not

keeping up differs considerably from the entire team not performing. In the latter situation, a manager must

look at improved training or must hire more people to keep up with demand.

Employee Feedback

Performance appraisals must be reviewed with employees to be effective. Sit down with each employee to

review the standard expectations and provide feedback about what has been done well and what areas need

improvement. Make sure all feedback is written in objective terms and speak to employees in a professional,

positive manner. Use performance review meetings to not only give employees feedback but also to gather

feedback from employees about personal performance, sales goals, professional goals and feedback on

company protocol.

K a e t z | 48 Action Plan Development

Set an action plan for future performance appraisals. Build bigger goals around areas of employee success and

provide specific plans of action where improvement is needed. Get employees invested in growth by asking

them to include personal expectations and goals as part of the development plan. Have employees sign the

plan, and to accept its contents, including agreeing to the action plans. Once signed, make a copy for the

employee and make another for the human resources file.

Procedures for Administering the Performance Appraisal Tool Section 5: Explain how the Appraisal Tool will… (Progress Check) Section Overview: Explain how your appraisal tool will improve the issues within the organization. Section Deliverables: 1) Explanation/Responses to a., b., and c. Explain how your appraisal tool will:

a. Assist with the overall improvement of employees b. Solve the company’s issues of employee tardiness, inappropriate behavior, and overall poor

performance c. Contribute to the overall improvement of the company

I believe this tool would greatly improve any issues within the organization. First, this would put in place

basic rules that employees are governed by and evaluated on. With this tool, employees would be able to see

exactly how they are evaluated ahead of time, their current evaluation, and also work on developing

themselves in order to better meet each of the specific items for their appraisal. The tool also gives the

employee an opportunity to self-evaluate so that they can see where they think they are versus where their

K a e t z | 49 managers think they are in terms of performance. This is another good opportunity for feedback is both

viewpoints are assessed fairly and treated equally.

This tool could solve issues such as tardiness, inappropriate behavior, and overall performance. Each of

these indicators is evaluated within the appraisal tool itself, leading to development and coaching

conversations that management could utilize to curb these undesired behaviors. Showing an employee that

they are assessed on these topics, and thus given pay raises, deductions, or otherwise based upon them, could

motivate the employee to perform better in the future in order to receive a better subsequent evaluation.

Documents

Kaetz | 1 MGMT2001 Human Resource Management HR