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Answer each question in as much detail as possible, considering your organisational requirements for each one.


All answers will vary depending on the learner and the organisation they work for but the learner should be able to answer each question competently.


1. Identify an area/department/member(s) of staff in your organisation that requires improvement for any reason, for example to increase productivity, advances in technology have made it obsolete or colleague under-performance is affecting output.


Write an organisational plan that details your proposal for the improvement that you are going to submit to the relevant management for consideration.


You will need to include:

The lifespan, sustainability and exit strategy of the plan 

Financial resource requirements

Human resource and other capacity requirements

Risk assessment and mitigation strategy

How you intend to implement it

How you intend to measure it (KPIs)

2.Complete the following and present it as a portfolio


You have been employed to develop a new department for the training and development of the administrative and sales team for your employer at a personnel recruitment company. Due to demand they have opened two offices, one in Melbourne and one in Adelaide. This expansion has led to a tight budget within the organisation for the fiscal year. You need to keep the budget at a minimal amount.


The strategic goal that you have been asked to concentrate on is to increase sales by 8% by the end of 2011.


Five staff in the administration department handle enquiries in regards to sales to the organisations that they provide with personnel (both permanent and temporary.


There are ten recruitment personnel who have the primary responsibility to manage their case load and follow up leads for new opportunities. As a well established organisation, Excel Personnel is a family owned company that believes in gaining and retaining customers through customer service excellence. Though the company has managed to retain their long standing personnel, several of their newer clients have changed 

The Case of Luke

As the quest for performance improvement through human resource development, process improvement, quality improvements, and technological advancements the call on leaders to take charge and become more accountable becomes more evident in all organizations. Each organization spends so much money towards the developments of these programs; the programs mainly focus on the employees, systems, and customers. This paper identifies improvement gaps through the case study of Luke, the distributions manager at the company and the entire sales and department.  It also explores a portfolio development through a personal reflection of a new training a development manager employed to grow sales by 8% using an existing sales team.

The case employee’s skills do not seem to match the job description, therefore leading to the poor performance of the whole department. The proposal is not only designed for the manager but also the entire sales and distribution department whose performance has been affected by the manager’s lack of leadership skills.

The lifespan: The plan is expected to last for six months, after which all the external support acquired for the sustenance of the program is withdrawn. The period is decided based on the number of employees expected to benefit from the program and the program scope. Any period shorter than the stated period would not be adequate for the full implementation of the program, at the same time a more prolonged period would fall out of the program budget. It is also assumed that the period would be most appropriate for the development of the managerial skills required for the department and the entire sales and distribution team at the company.

Sustainability: The sustainability of the program would be based on the continued employee engagement and growth encouragement. According to Epstein and Roy (2001), identification of the organization's performance gaps and development of a sustainable implementation is the most critical process in the development of communications and information technology performance programs. The sustainability plan for the program would be based on the research from other business entities sustainability plans, and an outline of the business goals and objectives (Morrison et al. 2010).

Exit strategy:  the primary goal of the exit strategy is to ensure that the impacts of the program remain sustainable at the end of the program. Hoyt and Sherman (2004) state that the best exits strategy is one which raises the height of the exit barriers and consequently reducing the organizations’ strategic flexibility. An assessment would be done on all the employees with the department to ascertain their level of improvement based on the lessons learned from the program. The manager would be assessed differently to determine whether he has acquired the skills needed for the roles of his position.

Portfolio Development through Personal Reflection

The financial resource requirements: The central financial resource required would be for the outsourcing of training services, purchasing of training materials, and refreshments during training.  The program would focus on value for money; it is expected that the program would be worth the return on investments after its completion. Most companies do not want to spend without the return of investment guarantee; this is because there are several other profitable programs within the organizations that require funding.  Rummler and Brache (2012) explain that aligning the expected result to the financial resource requirements is the most appropriate means of ensuring that funding for a program is approved.

Human resource and other capacity requirements: There would be no direct human resource requirement from the organization. Because the program would rely on outsources human resource services.  However, support staff for various functions such as IT systems installations at the training room, and service staff would be required.

Risk assessment and mitigation: the program focus would be towards those who have the relevant skills but lack the knowledge to apply the same to the overall growth of the company. An identification process will be done with the help of the human resource department and various departmental heads to ensure that only those with the ability to benefit from the program are considered. The identification is to reduce the risks of spending the organization's resources on those who lack both the skills and the will to develop. The same would also be used to ensure that those within the program do not drag the rest behind during the program; every one must be at the same level during every stage of the program (Liviu et al. 2009).

Program implementation: The program will have both short and long-term goals; based on the progress, it would be much easier to isolate the long and short terms performance development plans for the department. The most immediate plan is to equip the entire team from the department with communication and information technology skills to help grow sales and improve the department’s performance standards. All the participants are expected to commit to the program and offer improvement suggestions. According to (Vasantham, 2015), getting feedback during the program would be very helpful in strengthening the program and improving its sustainability. 

Measurement: the key KPIs for the program will be punctuality, performance improvement regarding work output, personal habits observations, attitude checks, personal presentation review, client surveys, and random checks. The evaluation will be an ongoing process to include all areas individual achievements and work ethics.

Lifespan of the Program

To increase sales by 8%, the following factors would be critical.  I would perform an assessment of the sales skills of the fifteen staff members of the sales team. Because of the increase in the number of offices to two, these fifteen would be the main my main sales drivers. The skills assessment would help in determining whether all the existing employees have the relevant skill necessary to the achievement of the projected sales growth. It is also important to note that the company has a staff retention policy; therefore irrespective of the assessment outcome, all the current sales team employees must fit into the positions fit for their skills and experience.

The second step would be to determine the company leverage levels.  Some of the questions to ask in considering leverage are; the customer’s perceptions of the company’s product and services, the marketing budget, completion, and pricing. These factors are critical to the performance of the company’s sales projections and the application of additional resource requirements; both human and financial.

Based on the above factors, I intend to set sales targets per member of the team which must be achieved on a monthly basis. A sales review meeting will be done on a daily basis to assess the level of success and identify challenges for early intervention.  I would also draft an effective route to market plan to ensure that the supply meets the demand in the newly developed markets.

Some of the approaches I would initiate to get the 8% sales growth would be:

  1. Increased penetration of the existing market: It is known that the sales team knows what moves best in their current, market. I would encourage each member of the team to ensure that their strength is felt within their market segments.
  2. Extension of new product line: The development of complementary products is one of the most straightforward methods of growing sales.
  3. New client segments: There is always a gap in all market segments; it is important to indent the gap and develop an appealing product to fill the market gap.
  4. New distribution channels: Growing the distribution channels would be one of the most effective methods of realizing the expected growth. By aggressive opening up options for sales through various distribution channels, the risks are reduced in the process of growing sales (Armstrong et al. 2015). The strategy is one of the best moves aimed at smoothening erratic purchases commonly associated with existing clients. It also offers the company with an opportunity to replace non-performing and disloyal clients from it customer database with more effective distributors.
  5. Implementation of performance improvement programs: the program focus would be towards those who have the relevant skills but lack the knowledge to apply the same to the overall growth of the company. An identification process will be done with the help of the human resource department and various departmental heads to ensure that only those with the ability to benefit from the program are considered. The identification is to reduce the risks of spending the organization's resources on those who lack both the skills and the will to develop (Phillips 2012). The same would also be used to ensure that those within the program do not drag the rest behind during the program; every one must be at the same level during every stage of the program

Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015. Marketing: an introduction.

Pearson Education.

Epstein, M.J., and Roy, M.J., 2001. Sustainability in action: Identifying and measuring the key

performance drivers. Long range planning, 34(5), pp.585-604.

Hoyt, J. and Sherman, H., 2004. Strategic groups, exit barriers and strategy decision constraints

in high-tech companies. The Journal of High Technology Management Research, 15(2),

pp.237-247.

Liviu, I., Emil, C., Irina, S. and Delia, B., 2009. THE USE OF 360-DEGREE FEEDBACK

METHOD. Annals of the University of Oradea, Economic Science Series, 18(4).

Morrison, G.R., Ross, S.M., Kemp, J.E. and Kalman, H., 2010. Designing effective instruction.

John Wiley & Sons.

Phillips, J.J., 2012. Return on investment in training and performance improvement

programs. Routledge.

Rummler, G.A. and Brache, A.P., 2012. Improving performance: How to manage the white

space on the organization chart. John Wiley & Sons.

Vasantham, S.T., 2015. Importance of employee feedback. EXCEL International Journal of

Multidisciplinary Management Studies, 5(4), pp.33-35.

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[Accessed 25 June 2024].

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My Assignment Help. Improving Performance Through HR Development: A Case Study Essay. [Internet]. My Assignment Help. 2020 [cited 25 June 2024]. Available from: https://myassignmenthelp.com/free-samples/3699-master-of-information-and-communications-technology/human-resource-development.html.

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