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Vital Tool For Business Professionalism

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Question:

Describe about the Vital Tool for Business Professionalism.

 

Answer:

Introduction

A personal development portfolio is recognized as a vital tool for the professionals who desire to attain excellence and merit in their particular fields. The personal development develops the notion of reflection to facilitate that one can have a track over the approaches they have utilized for acquiring knowledge and skills. It also helps in keeping a track over the changes which are needed in an individual’s life and the weaker sections which require improvement (Armstrong and Taylor, 2014). The portfolio offers a gauge for an individual to notice their development and recognize the skills and competence which are needed to be attained in the future. It supports the individual in accomplishing the professional and personal goals as success needs effective planning and goal setting. It is necessary to have measurable and clear goals to be set in the portfolio (De Waal, 2013).

 

Personal Reflection

From studying these learning resources and modules I have learned that being an employee goal setting is one the major element in performance management as for effective implementation there is a need that there must be full commitments towards the goals, the framing of goals in the positive manner gives high and optimistic outcomes such as being an employee I was highly satisfied with the incentives provided to us for reaching the short term objectives quickly. But in the setting of team goals there was no involvement of the employees and the line managers, only higher authorities set the team goals. In my learning I have found that here are nine major steps in developing the performance management, it includes the diagnostic review where I reviewed that at what extent organization is able to meet the requirements with the present arrangements, second in the planning part organization develop few plans for new arrangements for accomplishing the needs, in the programming part a time period was set in which the process will complete, in the design section, the organization depicts the benefits for the employees, managers and the stakeholder, after this there take place a pilot test in one segment of the organization, then take place briefing and training related to performance management, maintenance is another element  which helps in attracting the interest of individuals after that the last part is evaluation which helps in identifying the gaps present in the performance management.

With these learning resources I am able to develop my skills regarding goal setting and increase participation in activities. I also learned about the various issues which I have analyzed in the performance management process such as the incompetency and lack of commitment of the line management towards the effective implementation of performance management, complex performance management requires adequate coaching, mentoring and learning activities which the organization was deprived of, the performance management process was poorly designed as there was no involvement of the employees and the line managers, the frame of reference was unitary which means that the employees and the line managers have the same set of opinions regarding the process which is not true as being an employee I have different thoughts for the process in comparison with my managers.

Conclusion

For continuing with the growth there are various areas where strategies and personal development can be applied such as implementation of performance management before an individual is hired so that there can be enhanced employee engagement with the organization (Wendt, 2014). There should be building of a genuine trust association between the employee and the manager so that there can be two-way communication and effective sharing of viewpoints as well as there must be development of HR process which are customized and role-based so that individual can understand the job requirements and accomplish it effectively (Stalinski and Downey, 2012).

 

References

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

De Waal, A., 2013. Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan.

Stalinski, S. and Downey, M., 2012. Moving from Performance Management to Managing Performance: A Systemic Approach. People and Strategy,35(1), p.38.

Wendt, L., 2014. From Measurement to Ownership: The Evolution and Organizational Implications of Modern Performance Management.

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