Induction Process for Employees
The induction process for the employees includes (Salau, Falola and Akinbode 2014):
Preparation of Induction Checklist: For this Jean Hubbard could include items such as the introduction to direct manager or the team leader, the performance standards, work/ office times, teams’ responsibilities and roles, office layout, access to office and security issues and the procedures for safety.
Ensuring Warm Welcome: Jean Hubbard can ensure going around in-group asking everyone for asserting his or her uniqueness. This might also include enjoying a team lunch
Having a Job Description: Here, she could follow single page approach mentioning the role title, authored by, last update, key task, and position statement and role requirements.
Encouraging the Involvement of the Whole Team: Here, Jean Hubbard can provide encouragement to the various topic experts for delivering each of the segments and spread it out over a couple of days rather than a single day.
Discussing the Values and Vision of the Company: In the initial couple of days, it important for Jean Hubbard to sit with the new employees talk about the vision and values of the company
Outlining the Expectations: It is also important to clarify to the employees about the expectations of the employers and make them understand why they have a unique role to play in the success of the company
Implementing Creative Ways in Welcoming New Hire: Jean Hubbard should adopt some creative means like sending an email for introducing the newer recruits to the entire company.
Following up Regularly: She should also schedule face-to-face follow up with the newer employees for finding out the challenges they face while integrating with the team.
Asking the New Employees for Feedback: This involves asking the new hire about their experience
Full Time Staff
|
Office Supply Store Job Description |
|
Essential Duties and Responsibilities: · To work for the back office and handle stock ordering, billing and invoicing · Concentrate and personally do the work assigned · Understand the seriousness of the work responsibly · Being employed for a full time role must work 38 hours in a week |
|
Education / Work Experience Requirements: · Requires excellent written and verbal communication skills, including the ability for effectively communicating with the internal and the external customers · Must be proficient in computer and hold high school diploma certificate · Must possess the ability of working under pressure and meeting the deadlines thereby keeping up with a positive attitude and ensure an excellent customer service · Must possess the ability for working independently and carrying out the assignments |
|
Employee Name: |
|
Employee signature: Date: |
|
Office Supply Store Job Description |
|
n Part-time |
|
Essential Duties and Responsibilities: · To work for the front office for dealing with the customers and enquires · Distribution and opening of the mail · Maintenance and ordering of the inventory of the office supply · Production of the reports and processing of the invoices for payment. |
|
Education / Work Experience Requirements: · Excellence in both the written and verbal communication skills and is in a position for communicating effectively with both the internal and the external customers · Must have the knowledge of the advanced computer skills and the ability of using the Excel, Outlook, Microsoft Word and the other software programs for meeting the desired needs. · Ability of implementing , planning and organizing special and routine projects · Have the ability of acting and working in professional manner and exercising autonomous judgment in resolving any problems. |
|
Employee Name: |
|
Employee signature: Date: |
Key Performance Index (KPI) for Full time staff includes (Parmenter 2015):
Consideration of Employee Advocacy: It refers to the liability of the employer in ensuring that the employees are not only motivated and happy and perform in an optimum manner for the benefit of everyone.
Measuring the Engagement of Employees: This refers to the measuring the level of commitment of the employees in contributing to the visions and goals of the company.
Considering the Factor related to Absenteeism: This tries to put forward that there are numerous shorter periods of absenteeism which is more damaging to the productivity compared to the absenteeism for longer periods.
Measuring the Addition of Human Capital Value: This refers to the measurement of the ultimate financial value that the employer adds to the business
Job Descriptions
Ensuring 360 Degree Feedback Process: This involves considering the opinion of co-workers, customers or managers who works alongside each other. It also includes a stakeholder interest in the performance review of the employees.
The Key Performance Index (KPI) for the Part-time staff includes (May et al., 2015):
Rate of Absenteeism: This is important as it helps in illustrating the engagement and motivation of the employees towards their work
Hours of Overtime: Increase in the overtime hours helps in translating a higher order volume or economic growth.
Cost of Training: This KPI factor is helpful in tracking the development cost of the employees and undertakes smart decisions related to the development of the skill set after being hired.
` Productivity of the Employees: This represents the average work hours of the employees. In other words, this represents the time when the employees actually work or the amount of the delivered products.
Cost Incurred Per Hire: This is a measurement of the amount of resources invested on a new employee. It ranges from the recruitment cost, marketing, referral incentive, advertisement and training.
The development of performance appraisal system ensures following the mentioned steps:
Establishment of the Standard of Performance: The establishment of the performance standards depends on everything from the attendance to the sales goals. However such standards undergo adjustment based on the needs of the business (Aggarwal and Thakur 2013).
Ensuring Employee Communication: Although the standards are mentioned in the company manuals however they must be clearly communicated to the employees so that they can easily to understand the expectation of the company (DeNisi and Smith 2014)
Measuring Performance of the Employees: Managers keep a track of the employee performance on a regular basis. The review of the attendance must be done on a weekly basis however the goals related to the sales must be reviewed on a monthly basis (Kim and Holzer 2016).
Comparing Employee Metrics: Undertaking the comparison of an employee with others performing the same task helps the employers in discovering bigger underlying issue in terms of either obstacles in operation or training (Dusterhoff, Cunningham and MacGregor 2014).
Feedback of the Employees: This involves reviewing the standard expectations of each of employee and ensures providing the necessary feedback about the areas that needs improvement (Barnes-Farrell 2013.).
Ensuring an Action Development Plan: Setting an action plan for the performance appraisals of the future. Ensure building bigger goals around the success of the employees and put forward specific action plan in areas that requires improvement (Farndale and Kelliher 2013)
Key Performance Indicators (KPIs) for Full-time and Part-time Staff
Jean Hubbard can adopt formal and informal coaching sessions in every few weeks for ensuring encouragement and positive feedback on an ongoing and regular basis. Informal coaching will help Jean Hubbard in shaping the performance and increasing the likelihood of aligning the employee result with her expectations (Bernadette, Yang and Sanders 2013). On the other hand, formal coaching sessions enabled Jean Hubbard in discussing the progress of the employees in meeting the responsibilities and objectives mentioned in performance plan (McCarthy and Milner 2013).
These formal and informal sessions would be focused on:
- Progress made towards the objectives and the developmental goals
- Ensuring recognition for a well performed job
- Ensuring providing additional direction and correction if they are unable to meet desired objectives
- Acknowledging the progress towards the objectives that are eliminated or changed
- Ensuing the request for additional resources, training and support
Jean Hubbard can introduce an Employee Assistance Program (EAP) which is a confidential and free counselling service offered to the employees for providing initial assistance and support to group of employees having work related or personal issues that might impact their performance at work, well being, safety, psychological health and workplace morale (Taranowski and Mahieu 2013).
Thus, the EAP counselling system aims at assisting the employees in:
- Understanding and clarifying the issues that directly relates to the employees
- Identifying and exploring the options for addressing the issues
- Developing plans for approaching the issues and finding constructive solutions
References:
Aggarwal, A. and Thakur, G.S.M., 2013. Techniques of performance appraisal-a review. International Journal of Engineering and Advanced Technology (IJEAT), 2(3), pp.617-621.
Barnes-Farrell, J.L., 2013. Performance appraisal: Person perception processes and challenges. In How people evaluate others in organizations (pp. 161-180). Psychology Press.
Bernadette van Rijn, M., Yang, H. and Sanders, K., 2013. Understanding employees’ informal workplace learning: The joint influence of career motivation and self-construal. Career development international, 18(6), pp.610-628.
DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and firm-level performance: A review, a proposed model, and new directions for future research. The Academy of Management Annals, 8(1), pp.127-179.
Dusterhoff, C., Cunningham, J.B. and MacGregor, J.N., 2014. The effects of performance rating, leader–member exchange, perceived utility, and organizational justice on performance appraisal satisfaction: Applying a moral judgment perspective. Journal of business ethics, 119(2), pp.265-273.
Farndale, E. and Kelliher, C., 2013. Implementing performance appraisal: Exploring the employee experience. Human Resource Management, 52(6), pp.879-897.
Kim, T. and Holzer, M., 2016. Public employees and performance appraisal: A study of antecedents to employees’ perception of the process. Review of Public Personnel Administration, 36(1), pp.31-56.
May, G., Barletta, I., Stahl, B. and Taisch, M., 2015. Energy management in production: A novel method to develop key performance indicators for improving energy efficiency. Applied Energy, 149, pp.46-61.
McCarthy, G. and Milner, J., 2013. Managerial coaching: challenges, opportunities and training. Journal of Management Development, 32(7), pp.768-779.
Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.
Salau, O.P., Falola, H.O. and Akinbode, J., 2014. Induction and staff attitude towards retention and organizational effectiveness. IOSR Journal of Business and Management (IOSR-JBM), 16(4), pp.47-52.
Taranowski, C.J. and Mahieu, K.M., 2013. Trends in employee assistance program implementation, structure, and utilization, 2009 to 2010. Journal of Workplace Behavioral Health, 28(3), pp.172-191.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
