Career Development Plan Summary

  • 0

Career Development Plan Summary

Category : Articles

Career Development Plan Summary
Josh Grimaud
HRM/531
February 7th, 2011
Pam Gardiol

Abstract
This paper will describe proposal for a new organizational approach regarding the management and structure of the new sales team. The paper will cover a new job description and qualification, a training program, and methods for feedback and employee evaluation. Also included are strategies for total team involvement, incentives and benefits, and career development strategies. Finally, a compensation plan will be covered.

Career Development Plan Summary
Restructuring a sales team, including the addition of new sales positions, is the perfect opportunity to review the way InterClean satisfies its customers, both internally and externally. The structure and operation of successful organizations is changing constantly, including changes in the role of every employee in the organization. Many of today??™s successful organizations are using more teamwork and less management to provide the highest level of customer service. The needs of employees are also take a new shape as a result of the diverse workforce in today??™s world, and organizations are changing the ways in which they compensate and reward employees.
Job Description and Qualification
The merger at InterClean necessitates the expansion of the sales department. This expansion includes a five-member sales team, with one member who is the supervisor of the team. Interview and observation of potential candidates are the tools used to fill the new positions. The process also includes the use of a job analysis of the new position to find people who are the best fit for the team. Greenburg and Greenburg (1980) found that approximately 20% of the salespeople account for 80% of the sales because they are the right fit for the job.
Job Description
The sales position description includes the following set of task requirements:
??? Following sales leads with new customers.
??? Satisfying the needs of current customers.
??? Communicating with management and the team regarding problems or issues.
??? Maintaining the knowledge of products and services available.
??? Assisting the team with problem-solving and conflict resolution.
??? Helping the team with large projects and other duties as assigned.
Job Qualifications
Qualified applicants possess the following characteristics and abilities:
??? Team-oriented; through understanding the infinite ways in which people are different, team members must be able to employ each other??™s skills and knowledge to maximize success and reach organizational goals.
??? Self-motivation; team members must be able to contribute to the success of the team with little supervision. Members must also take a proactive role in problem-solving and creating new ideas to meet customer needs.
??? Communication skills; team members must have the ability to communicate clearly and effectively with all members of the organization and customers both orally and in writing.
??? Organizational skills; team members must demonstrate organizational skills in day-to-day activities.
Training Program
The training program for the new sales team must be in line with the goals and vision of the organization to facilitate success. All levels of management must support the training process, which is the ongoing focus of everyone on the organization. As suggested by Brinkerhoff & Montesino (1995), supervisors will meet with the team to discuss the training program and content, assist with setting training goals, and encourage team attendance and participation. To further promote the transfer of training to the job, supervisors need to play a key role in the post-training environment by providing feedback, encouragement, reinforcement, goal setting, and by ensuring that trainees have opportunities to practice and apply newly learned behavior on the job (Brinkerhoff & Montesino, 1995). Training needs to be continually evaluated and updated to ensure that it maintains relevance to the job and focuses on the company mission.
Team Training
Successful teams are those in which members know why they are working together (Cauldron, 1994). The team must understand their goal and how the work of the team contributes to the success of the organization. The team will receive training in problem-solving, communication, group dynamics, and brainstorming (Kirkpatrick & Kirkpatrick, 2010). Training also includes a brief introduction to other departments of the organization. This allows team members to have a better understanding of how the company operates and gives the team a greater appreciation for how employees in other departments contribute to the success of the organization. The team will also receive ongoing training in product knowledge and services offered by InterClean.
Individual Training
Employees need training on an individual level to work personal areas of improvement. Each employee creates a training plan with his or her supervisor, selecting areas in which the employee thinks there could be personal improvement. The plan also includes training in areas of the organization in which the employee has an interest in learning more about. The employee is responsible for creating a training schedule and for the completion of his or her training. The supervisor plays a support roll and provides the necessary tools for the employee to complete the training. This allows the employee to take ownership of his or her own training and creates a sense of self-worth within the organization.

Methods for Organic Feedback and Evaluation
Feedback is the process used to motivate, support, direct, correct, and regulate work efforts and outcomes. Feedback ensures that the manager and employee are in sync and agree on the standards and expectations of the work to be performed (Lee, 2006). Supervisors should give feedback on a regular basis through informal conversations, not just during performance appraisals. Supervisors should also solicit feedback from employees to see what they can do to help employee performance. Additionally, feedback should come from the customer. Customer feedback allows the employee and his or her team to see if customer expectations are being met and what can be done to continue to satisfy the customer. Finally, feedback should also come from fellow team members. Because team member feedback comes from the people who spend the most time with the employee, it can provide insight unavailable elsewhere.
Employee evaluations are semi-annual for individual employees and teams. Supervisors conduct individual evaluations with the employee to discuss a game plan for training, career management, and employee performance. Employees complete a self-evaluation form and discuss this with the supervisor who offers insight and assistance with the game plan. Team evaluations include peer evaluations between team members. The supervisor provides the team with customer feedback and any organizational information, such as sales figures, to aid the team in its evaluation.
Strategies for Team Involvement and Ownership of Performance Goals
The sales team is responsible for setting its own performance goals and making sure it has the tools and resources necessary to meet those goals. ???Teams should be given the power, information, and knowledge they need to work autonomously or independently of management control and direction??? (Lawler III, 1994). Because the team sets their own goals in line with the goals of the organization, the team will take ownership of those goals. Team members are expected to work through problems as a team, with the supervisor playing only a support role. Each member of the team plays a vital role in the desired success of the team, making accountability every employee??™s responsibility.
Incentive and Benefits Package
Because of the diverse workforce at InterClean, benefit packages will vary based on the needs of the employee. Employees can choose from a variety of benefit options ranging from health insurance to childcare. Each year that the company stock rises, all employees will be eligible to participate in an employee stock purchase program. Employees are offered the stock at a discounted rate. Employees who belong to a team that met or exceeded its goals for the year will receive an even greater discount on the stock purchase. Teams that come up with ideas that save the company money or increase profits will receive a one-time reward based upon a percentage of the company gain from the idea.
Career Development
Organizational investment into developing capacity and employability gives the individual a sense of being valued and produces a higher level of motivation and commitment on his or her part. ???This involvement enabled individuals to more proactively plan their careers, align their careers with the strategic direction of the organization, obtain transferable skills, and have more flexibility in moving upwards or downwards??? (Lips-Wiersma, 2007). Employees are expected to take control of their own career development. ???The focus is primarily on structure and bureaucracy getting out of the way so that employees can get on with accomplishing their personal career goals, which will in turn provide the organization with the flexibility and know-how it requires??? (Arthur et al., 1999). The role of management is to facilitate that growth by providing tools that each employee needs and to encourage development through constant discussion. The supervisor should also lead by example as he or she continually works on the development of his or her own career.
Compensation Plan
Employees are compensated in several different ways for their work and the work of their team. First, each employee has a base salary that is agreed upon at the time of being hired. As a team, there is a potential each month to achieve a gain-sharing reward. Employees of the team work in conjunction with management to create the criteria for the reward. Criteria for the sales team could include sales, number of new customers, customer satisfaction, and any other areas in which the team subsequently increases the profitability of the company. Gain-sharing for teams in other departments will include different criteria. If the team meets the gain-sharing expectations, then each member receives an equal monetary reward. All employees, including management become eligible for a semi-annual profit-sharing bonus. This bonus is based on the profitability of the organization during the specific periods, with 20% of company profits going to employees. All employees are eligible to participate in an employee stock purchase program, which allows employees to use a percentage of each paycheck to purchase company stock at a discount.
Conclusion
To be successful in today??™s business world, InterClean and its management must be open to change and new ideas. As noted in Deming??™s 14 Points for Management, ???organizations must put everybody in the company to work in teams to accomplish the transformation??? (Deming, 1985). Teamwork includes flattening the structure of the organization and removing the barriers between departments so every employee can contribute to the success of the organization. With the development of teams and the growth and development of team members, teams can more effectively accomplish the goals of the organization than individual employees alone. Creating a work environment that encourages teamwork and compensates teams for their efforts will provide better customer service and a more profitable company, as well as a better place to work.

References
Arthur, M. B., Inkson, K., & Pringle, J. K. (1999). The new careers: Individual action and economic change. London: Sage Publications.
Brinkerhoff, R. O., & Montesino, M. U. (1995). Partnerships for Training Transfer: Lessons from a Corporate Study. Human Resource Development Quarterly, 6(3), 263-274.
Caudron, S. (1994). Teamwork takes work. Personnel Journal, 73(2), 40.
Deming, W. (1985). Transformation of Western Style of Management. Interfaces, 15(3), 6-11.
Greenberg, H. M., & Greenberg, J. (1980). Job matching for better sales performance. Harvard Business Review, 58(5), 128-133.
Kirkpatrick, J., & Kirkpatrick, W. (2010). Training on Trial. Journal for Quality & Participation, 33(3), 26.
Lawler III, E. E. (1994). Total Quality Management and employee involvement: Are they compatible Academy of Management Executive, 8(1), 68-76.
Lee, C. D. (2006). Feedback, Not Appraisal. HRMagazine, 51(11), 111.
Lips-Wiersma, M., & Hall, D. T. (2007). Organizational career development is not dead: a case study on managing the new career during organizational change. Journal of Organizational Behavior, 28(6), 771-792.


Leave a Reply