A Performance and Career Management Program Business Plan

Presents a performance and career management plan for the employees of InterClean's two newly formed multi-functional teams.
# 150586 | 2,255 words | 7 sources | APA | 2011 | US
Published on Mar 19, 2012 in Business (Human Resources)

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This paper explains that InterClean's plan for performance management includes clear and specific definition of what is required of employee performance, the processes to facilitate and encourage this performance and the methods by which it is to be appraised. The paper includes the guidelines for measuring the ROI of human capital, which indicates the strength that employees represent within an organization and the need to create a synergy between people and financial data. Next, the author relates that the career management plan should include details regarding mentoring and training objectives, career advancement, diversity and work-life balance.

Table of Contents:
Performance and Career Management Program
Facilitating and Encouraging Employee Performance
Diversity and Work Life
Budget Justification

From the Paper:

"Descriptive ratings such as a behavior checklist can provide an objective assessment of certain task oriented behaviors by the manager. InterClean's behavior checklist contains a series of statements describing expected behaviors that are ranked using a Likert scale (always, very often, fairly often, occasionally and never). The scale is ranked from five (always) to one (never). The cumulative responses are calculated into one of three groups; does not meet expectations, meets expectations and exceeds expectations. The final behavior-oriented method incorporated into InterClean's appraisal system is critical incidents. Critical incidents are concrete examples of employee specific behaviors that were shown to be effective or ineffective in achieving goals. This information can be used to find patterns of behavior, highlight exceptional skills or to identify gaps in training. Critical Incidents are again ranked as, does not meet expectations, meets expectations and exceeds expectations.
"A results-oriented rating method is the final component used in InterClean's appraisal system. This method assesses what the employee specifically produces. For example, the dollar value of sales or the number of new clients or contracts. This method is weighted the least in InterClean's new appraisal system because of the limitation inherent in the process."

Sample of Sources Used:

  • Businessballs. (2006). Performance appraisal template. Retrieved April 21, 2009, from http://www.businessballs.com/performanceappraisals.htm
  • Businessballs. (2006). Individual skill/behaviors assessments and group training needs analysis. Retrieved April 21, 2009, from http://www.businessballs.com/performanceappraisals.htm
  • Cascio, W. (2006). Managing human resources: Productivity quality of work life, profits (7th ed.). New York: McGraw-Hill.
  • HR Village. (2007). Sales representative job description. Retrieved April 21, 2009, from http://www.hrvillage.com/hrjobdesc/SalesRepresentative.htm
  • Sorum, A. (17). Measuring the economic value of employee performance. Retrieved April 23, 2009, from http://human-resources-management.suite101.com/article.cfm/the_roi_of_human_capital#ixzz0DpZi4NPO&A

Cite this Business Plan:

APA Format

A Performance and Career Management Program (2012, March 19) Retrieved December 02, 2022, from https://www.academon.com/business-plan/a-performance-and-career-management-program-150586/

MLA Format

"A Performance and Career Management Program" 19 March 2012. Web. 02 December. 2022. <https://www.academon.com/business-plan/a-performance-and-career-management-program-150586/>