PSY FPX 6720 Assessment 6:Human Resources Strategic Plan for Leadership

Background: Development Opportunity

A meal delivery The internet-based business has established a solid market foundation in its third year of existence. Gigantic increases in customers have prompted the employment of additional service representatives. Their responsibilities included telephone operations to respond to new customer account setup, customer orders and returns, customer compliments and complaints, billing and refunds, product availability and substitution, and overall service inquiries. Every department has a service staff of individuals and a departmental leader who belongs to the customer response category served by every group.

To make customer service programs align with organizational values and goals, the human resource department has also taken input from the organization’s stakeholders to develop a performance management program. The program will provide the service representative employees with measurable standards from which a process of performance rating will be instituted. Every team leader will be tasked with the implementation of a continuous cycle of measurement of performance, appraisal of performance, and management of performance for all his/her subordinates. The organization cherishes “people and their collective skills, abilities, and experience, and the ability to guide interests of the organization are considered to be contributing a significant value to organizational performance and as a primary source of competitive advantage” (Armstrong, 2006, p. 38).

Strategic Leadership Development: Mitigating Liability

The employee handbook is the foundation of the human resource department’s materials upon which the rating system program is constructed. The guidelines provide a framework of organization of performance management by calibration of action needed, activities, and process steps diagnosing organizational culture, team cultures, and strategic initiatives of the business core. Managers and leaders apply published guidelines to monitor performance measures from a source that is equitable to all employees and as confirmation that leadership perspectives, as they relate to employee behavior and performance, are objective, unprejudiced, and grounded in organizational integrity.

Initial guidelines for leader execution of the new program include:

• Leaders are responsible for carrying out employees’ performance with fairness, consistency, and justification while carrying out coaching and performance appraisal implementation.
• Team leaders must refer to vertical leadership in setting performance milestones and coaching or corrective measures indicators.
• Leaders must use reasonable business judgment that is representative of organizational guidelines and compliance policies.
• Leaders ought to consult with human resources partners before performance appraisals or with corrective actions to avoid organizational risk for litigation based on actual or perceived bias (Seibert, 2017).

PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development 

Documentation procedures for the performance management process significantly reduce the organizational risk for litigation based on actual or perceived bias. In addition, the accountability among contributors, the leadership vertical, and human resources partners automatically builds protection against exposure. Compliance in a strict sense also reduces the likelihood of erroneous corrective measures, bias, and subjective dismissals. All leaders must undergo annual training and certification to ensure compliance with U.S. Labor Department regulatory mandates, for instance, as stated in the Equal Opportunity Employment Act, Anti-Discrimination Act, and Reasonable Accommodations Act. Cultural training to acquire the necessary practice to be in compliance further shields the organization against suits due to sexual harassment or other non-objective factors in evaluating employee performance.

The deficiencies of negative performance appraisal may be “value as it relates to assisting organizational profitability, client and customer satisfaction, collaboration and teamwork, and professional capabilities” (McKenna, 2011, p. 11).

Strategic Leadership Development: Action Plan

Leaders will continually monitor the performance of employees with a combination of reported numbers, planned reviews, customer, client, and business partner-solicited feedback, and a complete review of oral and written communication. Performance metrics under standard working conditions are collected systematically in order to be extrapolated and analyzed. Performance metrics are monitored weekly for troubleshooting purposes, for taking corrective measures, and for identifying the best practices that can be implemented by the team as a whole. That award for good performance is brought to the forefront.

The customer service representatives officially post organizational objectives and performance targets at the start of each measurement year. Every staff member has a template in the employee file; leaders, employees, and human resources partners are able to view the template at any time to distribute visibility to active performance strategy and compliance considerations. The shared goals and target performance results are transparent and allow tangible progress benchmarking. “Structure involves the manipulation of task assignments and resources, as well as vertical and horizontal role relationships” (Hollenbeck et al., 2002, p. 599).

Analysis of Implementation: Benefits, Challenges, and Limitations

Structured delivery of the customer service representative’s performance management program contains “reconciling the needs of the organization with the capabilities of the operating resources” (Coghlan & Coughlan, 2014, p. 376). The followership achieves collective performance metric achievement when it is guided by the leadership that is prequalified as emerging from existing collaborative relationships.

Expectancy Theory (Vroom, 1964) can be applied in leader-facilitator training to establish a shared motivation for the implementation of the performance management process. There is initial empathy and appreciation for the leaders, as there will be new roles for leaders to integrate into their current positions. Performance monitoring requires greater effort for relationship investments through one-to-one talks, frequent team meetings and group meetings, documentation of interactive experiences and performance data, data analysis, and upward communication with stakeholders.

Plan for Post-Intervention Measurement

No matter the purpose of measuring performance, Schrauger’s self-enhancement theory (1975) provides evidence showing that positive evaluations are conducive to positive outcome feedback and a negative performance rating is equivalent to an unfavorable experience rating. Due to this, post-intervention deployment measurement should incorporate a number of exercises and data analyses from which detailed feedback is constructed.

A 360-degree rating is a holistic approach that provides experience ratings from varied relationship sources: stakeholders, leaders, subordinates, colleagues, and customers. The firm will best measure the return-on-investment value for the utilization of a formalized performance management program by measuring outcomes from both sides in order to determine whether or not metrics improvement has been achieved as anticipated.

Conclusion

Beer, Eisenstat, and Spector (1990) validate a system of combining intrinsic and extrinsic reward systems in their explanation of fundamental employee performance improvement. They inform the reader how extrinsic rewards such as compliments, remuneration, and training schemes are the underpinning motive for solving real business issues when combined with intrinsic drivers that renew the organizational landscape. Leadership should engage in rigorous human capital-focused programs consisting of training, shared leadership, scorecard and metrics reporting tools, communication skills, and standardized performance review methodology to ensure that the success foundation for all employees is available.

Construction of commitment through shared vision and teamwork provokes employee participation, coordination, and cooperation that is responsible for the construction of self-commitment to new behaviors. Leaders facilitate continued improvement activities through administration delivery by establishing a monitoring team to oversee new behavior processes and planning projects. Finally, employee assessment in the performance management system must be guided in a manner that enables them to be able to strongly indicate whether or not the employees will ultimately be capital assets of the firm. For contemporary organizations to thrive through relentless cycles of changes or perish, leadership engagement with employees must demonstrate the ability to expand flexibility to improve performance results through expansive development patterns.

PSY FPX 6720 Assessment 6: Human Resources Strategic Plan for Leadership Development

McKenna, P. (2011). Addressing Performance Issues. Of Counsel, 35(11), 5-13.

Seibert, K. (2017, May 17). Performance Manager Leader Toolkit. Retrieved from HubConnect: Schrauger, S. (1975). Self-enhancement theory.

Vroom, V. H. (1964). Work and motivation. John Wiley & Sons.