Career Development Plan HRM 531 May 2, 2011 Career Development Plan Kudler Fine Foods is a local upscale specialty food store located in the San Diego metropolitan area (University of Phoenix, 2003). With the success of our venture, the demand for our products is reaching an all-time high. As a member of the management team at Kudler Fine Foods (KFF), I wish to add a total of five new positions to our family. There is one first level management position, which basically is an assistant store manager under my supervision. The other four would be distributed evenly within the stocking and cashiers’ team.
The job descriptions of the required positions are as follow: Assistant Store Manager Assistant store manager contributes to the success of Kudler by assisting the Store Manager in executing day to day activities and to meet organizational goals. Essential Duties 1. Assist the store manager to carry out tasks. 2. Train workers on store policies, department procedures, and job duties. 3. Order merchandise, supplies, and equipment. 4. Track orders and inventory levels. 5. Prepare sales and inventory reports. 6. Be able to resolve any customer conflicts. 7.
Be able to help wherever help is needed. Qualifications and Experience The assistant store manager must have retail management experience (min 2 years), preferably in a grocery store environment but is not required. Must be able to work well with others, know the products and their use, and must be able to answer customer questions pertaining to our products and services. Cashier Cashiers are responsible for maintaining excellent customer service as per our company standards and are efficient and accurate while running the cash register. Essential Duties 1.
Provide outstanding customer service. 2. Operate the cash register with accuracy with little or no errors. 3. Be able to record prices, departments, and item weights. 4. Tracking product sold is very important but not heavily stressed. 5. Bag the purchased items if bagger not available. 6. Collect cash, check, or charge payment from customer for products sold. 7. Be able to count money in cash drawer, and count correct change to give back to customers on cash transactions. 8. Count cash drawer at beginning and end of shifts. 9. Provide service with a smile. Qualifications and Experience
Cashiers must have excellent interpersonal and standard math skills. 6-12 months experience is preferred but not required. Stocker Stockers are responsible for storing, pricing and restocking merchandise displays in store. Essential Duties 1. Attach or change prices when needed. 2. Must be able to locate all products in the store with ease. 3. Stock and restock new and transferred items. 4. Set up advertising signs, ad displays, counters or tables to attract customers. 5. Help with price checks and customer service when needed. Qualifications and Experience
Stockers must be able to lift 50 pounds, must be able to recall where all items are located, and should get creative with ad displays. 6+ months experience is preferred but not required. After the employment decisions have been made, employees will go through a training program to introduce and enhance the skills and qualifications of new and current employees. The training program will consist of employees from all the departments in the store. After the initial training of Kudler, in which we teach our values, beliefs, and visions, the staff will be split up on the basis of their department of work.
Through the use of resources such as presentations, pamphlets, and audio each department will then go through a training session, in which it enhances the employees understanding of their tasks, duties, and responsibilities. After the training sessions each department will consist of employees who will be completely comfortable with their department and area of expertise. “Think of performance management as kind of compass; one that indicates a person’s actual direction as well as a person’s desired direction” (Cascio, 2006).
Feedback will be given to employees every month pertaining to their job performance. Because of our line of work, where products change on an everyday basis, we must provide regular feedback to our employees. If employees feel that feedback received was unfair and there is room for improvement, we will do our best to provide the necessary tools and resources for our employees to succeed in their job title. The theory of performance encouragement states “to encourage repeated good performance, it’s important to provide a sufficient amount of valuable rewards in a timely and fair manner” (Cascio, 2006).
Our team is made of individuals who value our organization and our efforts to praise and reward success. Through the use of a rewards system, such as giving away free groceries, assisting with school, promotions, career advancements, and providing onsite day care, we will encourage a higher level of performance from our workforce. Our team consists of employees of various skills, background, and motivational patterns. Learning to adapt is the most important feature to be successful. Each job title requires a different set of tasks, skills and responsibilities.
The adaptation to the diverse careers’ present in this team would require commitment and dedication from management, so our team can function to its full capacity. The benefits of Performance and Career management are that, employees will get regular feedback on performance and they will get a chance to improve if they are lack in any particular criteria. Through the use of rewards we will encourage a higher level of performance from the employees, and we will provide all the possible tools and resources for our employees to succeed, which in fact will make us achieve our goals.
Compensation is a tool used by management for a variety of purposes to further the existence of the company (HR-Guide, 2011). Employees wish to earn as much as possible and organizations look to compensate employees based on their job title and performance. Also, variance can occur within employee compensation if the tasks and duties require for higher performance from a selected team rather than the whole department. “To cover its labor costs and other expenses, a company must earn sufficient revenues through the sales of its products and services” (Cascio, 2006).
The management team’s compensation plans will vary when compared to our cashiers, stockers, and baggers because of the responsibilities associated with a manager’s job title. Pay raises, bonuses, and total pay are few of the most important motivators for employee performance. “Incentive programs are becoming increasingly popular as tools not just to improve economic performance but also to retain valuable employees, promote on-the-job safety, and encourage long-term client relationships” (Cascio, 2006).
Through pay raises, bonuses, and total pay we plan to encourage our employees for high levels of performance. “To encourage repeated good performance, it’s important to provide a sufficient amount of valuable rewards in a timely and fair manner” (Cascio, 2006). Through fair compensation and rewards packages, we plan to encourage our employees to achieve high performance levels which will benefit both the employees and the organization. Appraisal systems monitor employees’ productivity and give appropriate feedback and provide goals that are to be achieved until the next evaluation.
There are many differences between individual and team appraisal. The main difference between the two would be the number of people and the objectives. At the end of the appraisal period, management has a clear understanding on whom to discipline and whom to praise. Individual appraisals are not as complicated as team appraisals because the productivity of only one individual is shown in the results. Team appraisals can be more challenging because, management would have to rate the team as a whole.
It is difficult to have a clear understanding of how the work was spread out. So it is management’s task to have a system in place that provides a fair understanding of what is expected from the team. Team appraisal systems require that each individual be responsible for their own contribution. Although, the team is appraised as a whole, individuals should hold it their responsibility to contribute fairly. Another necessity in team would be to allow team members evaluate each other. Each member nows exactly what he/she contributed so therefore they can rate other members of the team depending on their contributions. To successfully complete assigned projects, members should clearly state expectations of the team and of each other. Team members should also try different motivators to encourage high productivity. Such motivators would include, assigning tasks to an individual in their area of expertise. Extrinsic rewards can also serve as motivators for team members. Offering such rewards can motivate members to work harder to complete tasks and meet deadlines.
Individual equity according to Cascio (2006) is the fairness of pay for individuals doing the same job in an organization. The impact has both positive and negative effects on team performance. The positive effect of this type of equity is that, each individual would have the satisfaction that his or her contributions benefit the team as a whole. Also there would be high morale and better synergy, because regardless of diversity present in the team, the pay will remain fair to each contributing member of the team. Unfair individual equity has a negative impact on team performance.
One reason is because other team members realize the unfair compensation practices and pile on their own work on individuals getting paid more. Morale and synergy will also dip and there is a chance for conflicts to occur. Social loafing describes the tendency of individuals to put forth less effort when they are part of a group (Cherry, 2011). Strategies to discourage social loafing in a team would be 1) peer evaluations on contributions towards work completion 2) Assigning tasks to individuals pertaining to their strengths 3) Assign deadlines to meet goals prior to beginning and offering help if needed.
A team is any group of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing a purpose and goals (Heathfield, 2011). Each team member should know his or her tasks and responsibilities prior to starting the project. This is very important when it comes to meeting deadlines and successfully completing the project. Individuals are also responsible to be the best teammate by being a resource, providing feedback and giving guidance when needed. Incentives and benefits relate to individuals who are eligible to receive those perks.
Incentives such as bonuses, pay raises, promotions are great motivators for individual to increase their level of performance. At Kudler, we value our employees’ contributions, so therefore we offer benefits for all full time workers. One reason we do not offer the same to part time workers is because it would cost the company and the employee a lot to keep those benefits then it would to use them. Incentives are available for all employees who wish to achieve them. Incentives such as pay raises are available to employees who show good work ethic for a specified period of time.
Promotions are available to those employees who have been with Kudler for a set period, and we would look to hire within the organization before seeking outside help. We will also keep track of all achievements completed by our staff to ensure we operate fairly and hold no bias towards any one individual or group. We will do our best to provide our employees with all the tools and resources for career development and career advancement, which eventually will help Kudler’s Fine Foods (KFF) reach our organizational goals. Reference (s) Cascio, W. F. 2006). Managing Human Resources. New York, NY: McGraw-Hill Cherry, K. (2011). What Is Social Loafing?. About. com. Retrieved from http://psychology. about. com/od/sindex/g/socialloafing. htm Heathfield, S. M. (2011). What is a Team?. About. com Human Resources. Retrieved from http://humanresources. about. com/od/teambuilding/f/teams_def. htm HR-Guide. (2011). Compensation. Retrieved from http://www. hr-guide. com/data/G400. htm University of Phoenix. (2003). Kudler’s strategic plan. Retrieved from University of Phoenix, MGT521 – Management website.