HRMN300 Assignment 2

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1 Assignment 2 University of Maryland Global Campus HRMN 300 – Human Resources Management 26 March 2024

2 Assignment 2 Question 1: A) What is the human resource manager’s role in a career development program? What is the manager’s role in a career development program? Discuss who you believe to be primarily responsible for employees’ career success and why. What factors may be involved? Support your position with specific examples and evidence. An organization’s employees are a vital resource for any organization. They need to be given the opportunities for to excel and improve weaknesses to further develop themselves. ( Juneja (n.d)) When it comes to career development programs, almost every task performed by Human Resource Management (HRM) can be tied back to career development. HRMs are responsible for recruiting, training, retaining, and managing conflicts for the organization’s employees. All these roles have some tie-in to an employee’s career development. Specific to career development, HRMs need to work with organizational managers to develop clear job descriptions with preferred education and training certifications. It is vital that they work together as many educational programs will come with financial costs for the organization, and those decisions will be made by the organizational managers. They should strive to develop organizational training tiers and educational programs to incentivize high performing employees to stay and promote in the organization. Keeping workers engaged and motivated to improve the organization will reduce employee turnover thereby also reducing the costs associated with constantly recruiting and training new employees. Organizational management and HRM should communicate these programs clearly and often with their employees. The programs should be kept in mind during performance evaluations with employees. These training programs and communication plans should also be considered as part of the organizational strategic plan. During performance evaluations, discuss the direction and vision of the organization for the upcoming two to five years and how the talents of the employee fit into that vision. (Gendron, 2016)

3 Even with the most robust educational programs and communications plans, the only people responsible for an employee’s career success is the individual employee themselves. Organizations can do their best to provide opportunities to their employees, but it is up to each individual person/employee what they will do with the opportunity and the education presented to them. The individual is responsible for setting their own goals and how they will pursue them. B) What are some challenges that organizations may face in creating and implementing a career development program? Discuss at least two . There are many challenges that come with career development programs. They include, but are definitely not limited to employee turnover, communication, costs associated with training, keeping training up to date and relevant, adapting training to a variety of types of learners (flexible learning options), and the initial development of job descriptions and their aligned training programs. (Ferazzi, 2015) From an organizational management perspective cost associated with development of the career programs and the changes that will be required is the biggest challenge. They need to constantly weight benefits to the organization as they determine the future of the organization. Career development will play a large role in all corporate decisions. If there are major changes presented, what will the third and fourth order of effects be? How much turnover of employees will there be, what will if cost to revamp training, is there better business model to reach the desired end state for the organization. For HRMs the most challenging aspect will be communication. Yes, a great deal of the program development will fall to them, but they will also need to be adept in a variety of communication techniques. They will be responsible for discussing career development programs, changes, and training types with management, while also working with and discussing the in and out of to the development programs with the organization’s employees. Both sides of the organizational structure will require vastly different efforts from the HRM, and they need to be able to navigate all of the issues and questions that will arise. They

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4 must be able to evaluate the needs of the organization with the needs of individual employees and mentor them to the best course of action. References Ferrazzi, K. (2015, jULY 31). 7 Ways to Improve Employee Development Programs . Retrieved from hbr.og: https://hbr.org/2015/07/7-ways-to-improve-employee-development-programs Gendron, R. (2016, Dec 28). Employee Career Development Is Good Business . Retrieved from td.og: https://www.td.org/insights/employee-career-development-is-good-business Juneja. (n.d.). Career Development Overview . Retrieved from managementstudyguide.com: https://www.managementstudyguide.com/career-development.htm

5 Question 2: A) Describe how a performance management system is different from an annual performance appraisal. What are some of the negative impacts of poorly conducted performance appraisals? Why is it important to balance positive and constructive feedback? Support your position with specific examples and evidence. A Performance Management System (PMS) is the process used by an organization’s human resource department to identify, manage, measure, and develop the employees of the organization. (Kimball, 2016) The PMS applies to all employees of the organization and sets forth their broad expectations both to and from the organization they work for. The PMS set out training guidelines and career paths for employees and the managers that will evaluate them. An annual performance appraisal is a tool that can be utilized by managers as part of the PMS to provide feedback and evaluation of individual employees. They are also used to assist the employees and human resource in developing the talents and professional growth of the employee to the future benefit of both the employee and the organization. It is important for managers to continually assess their employees to be able to give vital feedback to employee. This feedback can/will be positive, constructive, and sometimes critical; therefore, it is important to ensure that managers highly trained in a variety of communication techniques and understand when to use them with their employees. Is it very important to provide both positive and constructive feedback during performance appraisals. Constructive feedback lets the employee know what areas or goals they did not perform as well at as expected or were not successful with at all. It should be clear, concise, and presented in way to promote the professional growth of the individual. (Lucas, 2019) When presented, the discussion should also include what areas of the tasks they performed well. Providing the positive feedback lets the employee know that you do see the good things that they do. They can feel appreciated and recognized by the organization. Employees that only hear the negative aspects of their results will lose motivation and/or feel disconnected from the organization. Providing Routine feedback sessions will increase productivity as employees can make

6 corrections in a timelier manner, thereby improving their performance and the organization. These appraisals and feedback should be used to develop, motivate, and mentor employee not only for the betterment of the organization, but for the professional growth of the individual as well. Performance appraisals are a good time to have conversations regarding career development of the employees. Mangers can show the employee how they are a vital piece of the organization and where they see the employee’s growth taking them with the organization in the future. (Gomez, 2014) One specific example for providing combined feedback is feedback for a presentation. If a presenter struggles with speaking/presenting skills, they should be given training on ways and opportunities to improve their public speaking. Positive feedback for this example could include the visual presentation of the information. Was the chart detailed, did they use good PowerPoint etiquette, did the visual aides add vital information, etc.? B) Discuss your personal experience with performance evaluations. How were your performance goals established? Was it limited to an annual appraisal or was there ongoing feedback? How did these factors influence your performance, motivation, and engagement? My experience with performance evaluations is quite the mixed bag. During my time as an Army NCO, evaluations were completed annually. There were always some overarching goals: take # hours of college classes, volunteer with an organization/charity, score XXX on a physical fitness test or weapons qualification, etc. I was on my fourth or fifth annual evaluation in the Army when I learned that there were required quarterly counseling sessions to set goals and address progress on established goals. In the last 15 years I can count on one hand how many quarterly sessions took place. That does not mean that there were not conversations throughout the year, but no established times where progress reviews were the main topic of conversation between my supervisor and myself to set and adjust goals or evaluate progress. Sometimes a supervisor would be forth coming with their expectations, others were much more secretive. Even if I did not always agree with their reasoning, I always respected the open

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7 and honest communication from those that would discuss it versus the evaluation downgrade from those that never would talk about their expectations. More frustrating to me was the fact that I was not supposed to write my own evaluations, but if I didn’t there were not going to get written. I do not feel that these short comings to the evaluation process influenced my performance or motivation negatively. I was able to find motivation in other aspects of the job/mission. I have always been able to place the result of the organization above any personal accolades. If the team was successful, that was always rewarding enough for me. Maybe I would have promoted faster or won more awards had my evaluations been handled more properly. Since transferring to the Space Force, the evaluations are still completed annually, but there is much more dialogue regarding goals, both on the organizational and individual level. I view my primary duties and goals very much the same: I always strive to do my best to take of my team, their families, and my own family; because, at the end of the day they are what really matter. References Gomez, M. (2014, Oct 20). How Career Development Programs Support Employee Retention . Retrieved from td.og: https://www.td.org/insights/how-career-development-programs-support-employee- retention Kimball, D. (2016). Cases in Human Resource Managment. Sage Publications, Inc. Lucas, S. (2019, 09 03). How to Provide Constructive Feedback to Develop Employee Skills . Retrieved from liveabout.com: https://www.liveabout.com/constructive-feedback-to-help-employees-grow- 4120943

8 Question 3: A) Imagine that you are preparing for your first performance feedback session with your employee. You want the session to be effective for the employee, so he/she will have the motivation and knowledge to improve performance. You also want to provide a valid, accurate evaluation of the employee’s performance.  What are the steps that you would take to prepare for the session?  What sources of data would you consider?  Finally, outline how you would conduct the feedback and evaluation. In preparation for an employee feedback session, I would ensure that I review all documentation related to the employee. (Chapter 10) Reviewing previous evaluations will help me assess where they were at the last appraisal and what goals had been set. I would also need any interim documentation regarding the employee, time schedules, any positive/negative reports that had been filed, etc. If this is the employee’s initial performance review, I would include any pertinent hiring documents/interviews and their job description in my review. What are their goals both personal and professional (if available)? If I needed more familiarity to the employee, I would talk management personnel that had worked with the employee, as well as senior coworkers, to find their perspectives. This information should not have much bearing on decisions as it could personality driven; it should be for perspective information only. I would look over contracts and other pertinent documents to the project(s) the employee is involved in. What is their project role, how are they performing, is the project on schedule or not as direct result of their performance? Once this data is compiled and reviewed, then I would begin to prepare my documentation for the appraisal. Pre-fill out any forms required by Human Resources and the organization’s Performance Management System. Work to develop new organizational goals or performance improvement plans. Are they eligible for a raise? How much? Have they earned it? These are just a few of the things to have in mind and consider before meeting with the employee. If I do not have my own dedicated space, I would request a conference room or office to conduct the appraisal. Depending on the situation, utilizing my own office may not be the location as it could put the employee “on guard/defense” and escalate nerves as it could be seen as “hostile” ground.

9 Performance appraisals are already nerve wracking enough, there is no need to escalate that if possible. Then I would schedule the meeting with the employee. During the scheduling I would also ask if they had anything special that they would like to bring up in the meeting so that I could research and have some answers beforehand. For the appraisal itself I would ensure that the meeting location is prepared. Is furniture and presentation equipment (if applicable) in good working order? Is it adequately climate controlled and free of distractions? During the appraisal it is important to be concise and direct. My preference is for two-way dialogue and open communication; but the overall tone of the appraisal will determine the best communication method. It should be personable, but not personal. The employee should understand that they are being evaluated on their performance and results and not on interpersonal feelings. Were standards met? Did they excel or fall short of expectations? The manager should not be overly critical, but constructive and work with the employee to adapt and overcome any shortcomings. Ensure that here is positive feedback. (Lucas, 2019) It is highly unlikely to conduct an appraisal where there are no positive take aways. Discuss how the organization is prepared to help them reach their goals. Maintaining the development of the employee is crucial to their motivation and work satisfaction. Find out what drives them and set achievable goals. Ensure the employee leaves the appraisal knowing that they are vital part of the organization. B) Assume the role of the employee. How would you need to prepare for your performance evaluation meeting? How would you prepare yourself to respond to any negative or constructive feedback? As the assessed employee, I would keep notes of my tasks, performances, and outcomes during the time in-between appraisals. Have I met or exceeded my goals? Why or why not? What will my appraiser bring to the table, or do they have full knowledge of the nuances of the project and why it is on track or not? It is never easy to receive negative feedback, but it is a part of life whether it be from my performance or the perceptions/misconceptions of my supervisor. I must understand that the

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10 performance appraisal is a time to bring forth grievances, but it must be done properly. Just as I would not want my supervisor to “attack” me with negativity, I should not do that to them. If there is an issue, also be prepared to present a solution(s). Put the ball in the orgainization’s court to determine if it is an issue and how they may rectify the situation. I should prepare myself for there to be no change, but at least I will have had the conversation and the concerns documented at part of my appraisal. I need to know what I want for my future with the organization. What are my goals? Do I know the steps to achieve them? Are they compatible with the goals of the organization? What experiences or training should I seek out to best fit my goals and the organization? (Gendron, 2016) It could prove difficult, but it is very important to keep an open mind during these meetings. Just like I would hope my supervisor would be, I need to be open to other ideas. Perhaps I was not aware of the larger view of the organization and that is why things are done a certain way. At the end of the meeting, the result is that I need to know where I stand with both my supervisor and the organization as whole. Is there a future here? Do I feel valued by the personnel and organization? References Gendron, R. (2016, Dec 28). Employee Career Development Is Good Business . Retrieved from td.og: https://www.td.org/insights/employee-career-development-is-good-business Lucas, S. (2019, 09 03). How to Provide Constructive Feedback to Develop Employee Skills . Retrieved from liveabout.com: https://www.liveabout.com/constructive-feedback-to-help-employees-grow- 4120943 Human resource management. Chapter 10. Retrieved from h ttp://www.saylor.org/site/textbooks/Human%20Resource%20Management.pdf

HRMN300 Assignment 2

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