Career Development Plan Summary

DATE: June 14, 2010
MEMO TO: Kathy Kudler, Harvey Stephens, Yvonne Reynolds, Brenda Wagner
FROM: Denise Stelly
RE: Career Development Plan Summary

Kathy Kudler established Kudler Fine Foods (KFF) in 1998. Kathy opened this establishment to provide her customers with high quality organic foods. The first store opened in La Jolla, California. The success of this store prompted the opening of two additional locations (University of Phoenix, n.d.).The Delmar location is not doing as well as expected and this location will close soon. The employees will consolidate to the new location, Carlsbad, California.
The closure of the one store and opening of another is creating changes to all the stores. This memo will describe the changes occurring at Kudler Fine Foods. Due to restructuring, Kudler has five new positions to fill, descriptions and qualifications for the positions, training programs, evaluation methods, delivery of feedback, incentive and benefits package, management strategy, and a compensation plan.

Job Description and Qualifications

The positions filled due to the restructuring include an assistant manager, a service associate, and three service assistants.

Assistant Manager
??? Assists store manager
??? Complies with company policies
??? Practice good customer relations
??? Creates employee schedules
??? Trains employees
??? Orders and receives merchandise
??? Prepares sales and inventory reports
??? Takes customer complaints and other customer related issues
??? Helps store employees
??? Must have prior retail experience and knowledge of organic products
??? Must be a self starter and willing to take the initiative, able and willing to work without direct supervision, and be willing to attend appropriate training sessions
??? Must be willing to travel to other locations
??? High School Diploma or GED required
??? At least two years of college and/or relevant management experience is preferred
??? Good oral and written communication ability
??? Must be able to pass a background check and drug screen

Retail Assistant
??? Welcomes customers and answers questions regarding products and services
??? Help customers make buying decisions
??? Operate cash registers to complete customers transactions
??? Displays merchandise and maintains a clean shopping area
??? Assists in ordering and receiving merchandise
??? Contributes to team efforts
??? Prior retail or customer service experience
??? Effective oral and written communication skills
??? Detail orientated
??? Exercise initiative, follows through and completes tasks
??? Ability to lift up to 30 lbs
??? High School Diploma or GED required
??? Must pass a drug screen

Service Assistant
Service assistants will do one or more of the following job duties:
??? Operate cash register and assist customers
??? Check for pricing changes such as sales
??? Bag all purchased items for customers
??? Assists customers in carrying out bagged items
??? Assists in stocking merchandise
??? Effective oral and written communication skills
??? High School Diploma or GED required
??? Contributes to team efforts
??? Must pass a drug screen
??? Ability to lift up to 30 lbs

Training Programs

We will use a combination of delivery methods in order to train our employees. Information presentation such as lectures, CD??™s/DVD??™s, and the Internet will be a part of the training process. On the job training is another method we will use. This method and the mentoring will work in conjunction with one another.

All managers are required to attend food service management classes. The course teaches the managers about safe food handling and storage. A certificate is awarded to those who pass. Managers and retail assistant will learn about each department and position in the store. This training will take approximately two weeks to complete. Service assistants are cross trained employees. These employees will train as cashiers, baggers, and stockers. Cross training employees is beneficial to this company. Employees are trained to perform the different duties in the event another employee does not show for his or her shift. All members will go through team development training. Working as a team creates a better environment for our customers. The diversified skills of each member will serve as a way for the other team members to learn new skills.

The objective of the training program must be very clear from the beginning. Motivation is a great way to help someone learn. Setting attainable goals will give each person the confidence to complete the task at hand. At various times throughout the training process, appropriate testing will be given.

Method of Evaluation
A Behavioral Checklist is a rating form containing statements describing both effective and ineffective job behaviors. These behaviors relate to a number of behavioral dimensions determined to be relevant to the job. The design of behavioral checklists is to aid employee development because the list focuses on behaviors and results, and use absolute rather comparative standards.
Differences between Individual and Team Appraisal Systems
Subtle differences exist between individual and team appraisal systems. Individual appraisals include defining performance: Setting, measuring completion, and assessing goals. The next step is performance facilitation. Managers and supervisors should help ensure the employee has the tools, materials, and resources he or she needs to complete the job. The final step is motivation and encouragement. Offer rewards, ones the employees??™ value, in timely, fair, manner. The incentives help motivate the employees to perform well.

Team assessments correlate with individual appraisals. According to Cascio (2005), ???Assessing team performance, therefore, should be seen as complementary to the assessment and recognition of (1) individual performance (as we have discussed so far), and (2) individuals??™ behaviors and skills that contribute to team performance (e.g., self-management, communication, decision making, collaboration).???

Difficulties of Evaluating Team Performance

Some difficulties are using appraisal forms that focus on individual performance versus establishing a team appraisal system that measures the performance of the entire team and can be applied to each member of the team individually. Another difficulty is team members not wanting to report both positive and negative feedback about an individual??™s performance and not willing to hold each individual team members accountable for team performance. In addition, also focusing the evaluation on the project rather than on whether the results were successful or not can be difficult.

Unique Needs of a Team Appraisal System

These unique needs require careful consideration during the conversion of an individual performance evaluation to a team performance evaluation. One of the most unique needs of a team evaluation revolved around the assessment of interpersonal relationships and interdependencies within the team. As each individual member of the team is somewhat knowledgeable at the task at hand, the ability to master the skills required to coordinate team efforts is critical. The evaluation of each member??™s interpersonal skills such as communication, adaptability, flexibility, reliability, initiative and stewardship is included to provide the basis for an effective work team.

Team Motivations and Expectations

Motivation is important for the team to be successful. One way to motivate teams and its members is for managers to ensure that proper and realistic expectations are set at the beginning. All members should have a good understanding of the expectations of the team and individual contributions to meet team goals and objectives. In addition, each member should also understand he or she will be held accountable as a team and individually for the team??™s performance. Holding the members accountable individually is important to ensure equal participation from all members. If there is not a mechanism put into place to evaluate the individual members performance, actual or perceived non-participation could lead to low morale, loss in team productivity, and a decrease in motivation to accomplish set goals and objectives.

Individual Equity
Individual Equity asks the question is each individual??™s pay ???fair??? relative to that of other individuals doing the same or similar jobs (Cascio, 2005). Certain adjustments or additions to base pay are made to distinguish the contributions of an individual or team performing the same job within the organization. Individual equity uses various pay systems such as Seniority based, Merit-based, Incentive ??“based plans to justify the differences in compensation among individuals. Equity can affect team performance if an individual believes that his or her compensation is not reasonable and can lead to disagreements among the team. Management should not just reward team members based on results but instead regularly add incentives and give recognition for team participation.

Strategies to Prevent Social Loafing

Guidelines to help prevent or limit social loafing start with the team planning. Rules of conduct are one way to start. Ground rules establish behavior expectations and discourage those who attempt to free-ride. The size of the team is important. Too few members create excess work leading to frustration and too many increases the chance of social loafing. Each member is responsible for his or her portion of the task. Team evaluations are another way to prevent loafing especially if a promotion is on the line.

Individual Employee Responsibilities toward the Team

Individual team members have responsibilities to his or her team. Individuals should have a positive and approachable attitude for open communication with the team. In team meetings individuals should be on time, actively participate, and ask clarifying questions if they don??™t understand something, and stay for the duration of the meeting.
Incentives and Benefits
Benefits are extended to all full time employees. Part-time employees working more than 20 hours per week may be eligible for pro-rated benefits. The benefits are:
??? Health, dental, and life insurance for employees
??? 401(k) savings program
??? Vacation (this varies with seniority)
??? Paid holidays
??? Educational assistance/tuition reimbursement
??? Paid family and medical leave in accordance with California State law
??? Employee discount cards
??? Cooking classes
??? Child care reimbursement account
??? Medical reimbursement account (flexible spending account)
Incentives and employee recognition is important to Kudler Fine Foods. The following rewards are offered:
??? Associate of the Month- The employee who best exemplifies ???inspiring service???. Winners have a reserved parking spot for the month and are honored with a plaque in the front of the store.
??? Store Associate of the Year- Each store chooses this winner from the monthly winners. Store managers consider contributions to store events, teamwork and special activities these associates may have undertaken during the year. The winner receives $1000.00 and is entered into competition for the Company Associate of the Year.
??? Company Associate of the Year- Given to one of the three Store Associates of the Year. The winner receives a cash bonus of $2500.00, offered the opportunity to become part of the company??™s leadership development process, and is recognized in local newspapers.
??? Discretionary Spot Bonuses- Store managers have money available for ???on the spot??? rewards for employees who go above and beyond. The monetary value is between $10.00 and $25.00.

Strategies for Managing Employees??™ Career Development
Once all training sessions are completed, a performance evaluation is completed. Feedback helps motivate employees to reach his or her full potential. Focusing on the positive actions improves self confidence. It is best to provide the feedback after the trainee performs in an acceptable manner. This does not mean the feedback is instantaneous but the feedback should leave no question of which action was done correctly. Unfortunately, not all feedback is positive. There are ways to properly inform the trainee of his or her mistake. One may advise this employee to review the training material again or keep practicing the skill in question.
Some employees will not grasp the training materials as fast as the rest. In such cases, arrangements will be made to review the training materials to those individuals showing initiative and a willingness to keep trying. Some employees may need a more hands on approach. The employee will continue to work and learn at the same time. Employees are encouraged to improve his or education as this helps the employee advance in the company.
Compensation Plan

Kudler Fine Foods believes satisfied employees create satisfied customers and rewards employees through the compensation program. Pay plans are also linked to employee performance. The plan is based on each job with pay grades closely tied to job duties and requirements. Hard to recruit positions, such as butcher or baker, may earn premium pay. Employees with exceptional performance reviews are eligible for pay raises; those with an unsatisfactory review are not.


Kudler Fine Foods is undergoing many changes. New positions created the need for new training programs. Evaluation methods for individual and team performance are in place. This proposal has outlined benefit and incentive packages, strategies for managing employee career development, and a fair compensation plan.