HRM531 Career Development Plan Summary
HRM531 Career Development Plan Summary
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Date Created: 11/09/15
1 Summary Career Development Plan – Summary Holly L. Seppala 12/6/10 HRM531 James Scholes 2 Summary Kudler Fine Foods (KFF) is one of the leading gourmet food shops in Southern California and is known for their fresh organic ingredients and their large wine selection. The owner Kathy Kudler, opened the first store in La Jolla in 1998 and because of the stores popularity she decided to open new locations in Del Mar and Encinitas and hire me as the district manager for all three locations. Currently, Kathy and I work together to train and monitor cashiers, order inventory, stock and rotate products, hire and fire employees, perform financial analysis, and develop marketing strategies. As the popularity of the stores grow and we look to expand to new locations, Kathy and I need to consider hiring some additional help so that operations continue to run efficiently. Therefore, in this report I will be discussing the job descriptions and qualifications for five new employees at KFF, the orientation and training program we plan to implement, the evaluation and discipline processes we will use, the compensation plan we have developed, and how Kathy and I will work together to manage our employee’s careers. I will begin by justifying the need for new employees and explaining the role each employee will play here at KFF. As mentioned previously, Kathy and I currently perform all of the daytoday tasks needed to run the three KFF locations and this leaves little time for us to concentrate on the ‘big picture;’ that is to increase customer satisfaction, increase profits, and expand our market to new locations. If KFF is to reach its full potential we need to hire five new employees whose positions will include a La Jolla store manager, a human resource representative, an accountant, and a marketing manager who will each work with all three KFF locations and one chef with sommelier experience who can rotate between the meat departments and bakeries of all three 3 Summary locations. In the next paragraph I will describe the job description and qualifications for each of the five new positions at KFF. The new store manager will be expected to deal with customer complaints, stock shelves, rotate inventory, work as a cashier when necessary, and hold weekly employee motivation meetings. I expect a store manager to have a Master’s in Business Administration and two to three years of prior retail experience. The human resource rep will act as policy administrator, development pay and reward systems and benefits packages, recruit and hire employees, and ensure that KFF is following EEOC (Cascio, 2006) guidelines. I expect a potential hire to have a bachelors degree in human capital management and four to five years of experience are preferred. The accountant will prepare profit and loss statements and financial reports, resolve accounting discrepancies, and analyze revenue and expenditure trends to adjust the budget to meet KFFs needs. I expect a potential hire to have a bachelors degree in accounting or finance and two to three years experience are preferred. The role of the marketing manager will be to develop, implement, and manage KFFs advertising strategy, develop a pricing strategy, perform sales forecasting to aid in strategic planning, and help to develop a better website. Any potential hire should have a Master’s in Marketing but we will accept a bachelor’s degree in marketing if the candidate has experience. The final hire, the chef/sommelier will be expected to work as a customer consultant, who can provide pairing suggestions, and offer cooking classes and catering opportunities when he or she sees fit. We expect a potential hire to have a culinary degree and prior sommelier experience. In the previous paragraph, I provided a job description for each of the five new hires and I will now explain the orientation and training program we will implement with our new staff. 4 Summary All new employees will go through a threeday orientation program where one day is spent at each of the current KFF locations. The first day will be spent in La Jolla where all employees will receive their information packet and company handbook, they will then have a facility tour, and end the day with a meet and greet with Kathy Kudler, where Kathy will describe KFFs mission, vision, and her employee expectations. Day two will be spent in Del Mar where employees will have an indepth facility tour and sit through a compensation system seminar with midlevel management. Day three will be spent in Encinita where there will again be a facility tour with emphasis on specific departments, and the day will end with a company sponsored luncheon. After completion of the orientation program employees will than undergo general and position specific training programs. The training program will start with a mandatory two day customer relations seminar with Kathy and an outside professional and a five day computerbased training module that will cover all products that KFF offers and the policies and procedures that KFF follows. After the basic training is complete each new employee will have five to 10 days of individual, task specific training. Each new upperlevel employee will receive five days of onthejob training with Kathy. The store manager will need to learn the daytoday operations at KFF and the role that Kathy currently plays; the human resource rep needs to learn the direction that Kathy wants KFF to take and how she currently handles employment decisions; the new accountant will discuss the budget and the current financing and inventory procedures KFF is using; the marketing manager will learn the current marketing strategy of KFF and where Kathy sees KFF in the future. The new chef will take a different approach and spend five days working the meat and seafood counter learning the products and cuts KFF has to offer and another 10 days in the 5 Summary bakery learning all of the daytoday and specialty recipes that KFF produces. I believe this training and orientation program will give all new hires a chance to learn the policies and procedures at KFF, the products that KFF has to offer, the specific role they will play here at KFF, and how that role ties in with Kathy’s vision for the organization. The role and training program of each new hire has just been described and now I will describe the appraisal systems that KFF will use to evaluate both individual and team performance. Here at KFF we understand the importance of routinely evaluating employees and have therefore implemented a fair and thorough evaluation process to use during both individual and team appraisals. Individual appraisals will be conducted semiannually because we believe it provides managers with sufficient information to evaluate progress but also give the employee enough time to improve performance and meet individual goals before the next evaluation takes place. Individual employee evaluations will help us to identify strengths and weaknesses of each employee, his or her attitude toward Kudler Fine Foods and professional goals for the next review period, and ways in which he or she can improve his or her performance independently and/or with my help. After performing the appraisal the employee will be dismissed and a future evaluation review date will be set within five days. On the date of the review the manager will explain the results of the appraisal, offer suggestions for improvements, set goals for the next review period, and explain incentives and opportunities for advancement. Should the need for disciplinary action arise we will follow the progressive discipline process which begins with an oral warning than continues to a written warning, then a twoday suspension with pay to consider their alternatives and if that does not work we may need to consider terminating the employee (Cascio, 2006). 6 Summary Although we place the most emphasis on individual evaluations, we also conduct team evaluations for employees at KFF who work as cashiers, in the bakery or meat department, or hold management positions. All team evaluations will be conducted quarterly but the teams will also be required to meet biweekly with their supervisor to discuss problems within the team or challenges that need input from upper management. All team evaluations will be conducted using a discussion style where the evaluator will ask the team questions such as how effective has your team been in completing tasks, or how often has your met or exceeded its’ goals over this review period. There will also be an individual portion of the evaluation in which each team member will be given the opportunity to voice grievances about team members or provide a private insight into the team. After completion of the initial review process the manager will compile all results from the evaluation and develop solutions to problems and/or decide upon incentives for the team. We believe that we have come up with a fair and thorough team evaluation process here at KFF, but we also know that there can be many challenges associated with team performance evaluations which I will discuss in the following paragraph. The number one challenge concerning team performance is how to differentiate between an individual performance appraisal and a team performance appraisal. When conducting an individual appraisal all the manager is concerned with is the performance of the individual but when conducting a team appraisal he or she must consider both individual contribution and the team contribution. To distinguish between the two types of contribution takes skill and experience and even than a manager can struggle with deciding who is to be held accountable. The manager wants to conduct team appraisals as fairly as possible so as not to disturb the individual equity within the group because the perceived equity within the team can have a 7 Summary negative impact if some members believe they are ‘pulling more weight’ than others. One way a manager can help balance the individual equity within the team is to discourage social loafing by assigning specific duties to team members independently and then holding each team member accountable for his or her own portion of the team assignment. In order to implement such a plan the individual team responsibilities need to be set from the beginning and should include deadlines, assignment expectations, and communication standards. The last challenge in evaluating team performance comes when deciding ways to motivate team members. Some of the ways we motivate teams here at KFF are to provide group incentives such as company sponsored lunches or intrinsic rewards such as praise or recognition. As described in the previous paragraph, here at KFF we attempt to motivate employees to work harder and remain loyal to KFF through the use of competitive compensation and benefits packages, incentives, and rewards. We use a marketbased pay system that means that we determine salaries and wages using directmarket prices for each of KFFs benchmark jobs (Cascio, 2006) and we find this pay system to be a fair and competitive way to determine compensation within our organization. As far as compensation goes we plan to offer our new store manager $35,000$54,000, the new human resource rep $40,000$58,000, the new accountant $31,000$50,000, the new marketing manager $44,000$60,000, and the new chef $25,000$35,000 with the salary presentation depending on education and experience. We also offer all fulltime employees a contributory PPO health plan that includes dental and vision coverage, and a 401k retirement savings plan where KFF will match 15% of biweekly contributions. Along with offering great compensation and benefits plans we also give employees the chance to earn further incentives and rewards for a job well done. 8 Summary Some examples of incentives we offer at KFF include commissions of $1.50 for each KFF club member a cashier enrolls, the tips that workers in the meat department and bakery receive from the customers, and the yearly lump sum bonuses offered to all employees when KFFs annual profit margins are exceeded. We also offer numerous intrinsic rewards such as employee of the month, praise and recognition by management, and a customer satisfaction bulletin board, which we believe helps to motivate employees. A final way we motivate employees is by managing their careers through the use of promotions and educational opportunities. Promotions are based on semiannual evaluations and employees have the chance to move into management positions when the new store locations open. We also offer a yearly diversity training seminar that emphasizes the importance of diversity within an organization and we offer tuition reimbursement up to 40% as long as the employee commits to two years following the completion of the degree program. Ultimately, I believe the career summary plan I have designed would work well in any retail organization and the implementation of this plan at KFF could lead to dramatic profit increases and a more efficient workforce. 9 Summary References Cascio, W. F. (2006). Managing human resources: Productivity, quality of work life, profits (7th ed.). New York: McGrawHill.
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