The daily duties to maintain at my former retail sales job was to entertain the customers and replenishing the clothing on the sales floor. The manager and sales leaders supervise the floor to ensure that everything is running smoothly and the ensure that sales goals are reached daily. The managerial and sales leader had the same duties therefore the evaluation period was the same.The main goal is to ensure that majority of the sales goals are achieved. If goals are achieved, the company can award the top store with bonuses or incentives (such as gift cards or lunches). But ultimately, the evaluations are there to give back honest and positive feedback to help improve the individual’s performance, adjust managerial skills and develop a stronger network of communication. Reply Quote Email Author 1 day agoShelia Pennick RE: Week 5 Discussion COLLAPSE Overall Rating: 12345 12345 Training and development is a role of human resource management that is essential in fulfilling the gaps between the present and expected performance. The need for employee training and development at the FBI can occur on any level of the organization and enable the employees to attain diverse goals. One strategy of providing training and development to the employees is to create flexible learning options (Rodriguez & Walters, 2017). Since most FBI employees at high levels often have heavy workloads, they can be overwhelmed when they engage in additional learning and development activities. To address such concerns, the FBI needs to utilize on-demand solutions that make the learning opportunities readily accessible for the employees. The other strategy is to match diverse learning preferences to different learning styles (Rodriguez & Walters, 2017). The FBI needs to restructure how the top-level employees learn and the different tools they utilize to match their preferences, styles, and expectations. By having a clear picture of the trends in training and development programs, the FBI will position itself to choose the appropriate targeted solutions that drive effect, increase employee innovation, engagement and productivity. Performance instruments are commonly used to conduct a systematic review of the employees' performance in an organization. In management positions and routine positions, the performance metrics used are variable. For instance, there can be personal key performance indicators (KPI) to measure the routine positions and general KPIs that measure the managerial positions in the organizational departments. The performance of the managerial position is measured based on the results of the department and the workers while the performance of the routine position is based on the impact of the individual character and performance at the organization. Any type of performance evaluation can be used for the management and line workers performing routine duties. For instance, for a department of six individuals and a leader, some of the factors that are evaluated entail personal strengths, efficiency, and competencies. Additionally, the appraisal considers the authentic outcomes of the job such as how successfully and quickly the worker finished the assigned duties. Generally, a manager can claim that the team performs well or not and can use the evaluation measures to determine the willingness to operate as a team and if they can complete tasks together. The experience and duties of the manager are the top subjects of evaluation and appraisal since they influence how well the team works and the results that are produced.