Plan Development
Plan Development
Employee development plans are used to develop employees so they can advance in their careers and acquire new competencies. Create a 3-4 page Employee Development Plan for a high-potential, high-performing entry-level employee of the company in the Case Study.
Your plan should include all elements of an employee development plan (also called an IDP). The IDP should contain SMART (Specific, Measurable, Attainable, Relevant, and Time-bound) goals.
There are a few examples and directions for writing employee development plans here:
How to Write a Leadership IDP
Creating Career Development Plans
Listings of Developmental Activities
Make sure to include sections for:
Competencies
Long-Term Goals
Short-Term Goals
Strategies
Action Plan/Timeline
Resource Tool Kit
Measurable Outcomes
APA format with intext citation, please see attached documents
Your Employee Developmental Plan needs to include a reference page in APA format and free of spelling and grammar errors.
Nobel Transportation Company
CASE STUDY SUMMARY
NTCo is a domestic trucking company specializing in the transportation of steel.
NTCo was established six years ago by W.Nobel to address the growing need for consistent, reliable steel transportation services between steel manufacturers, distributors, and end-users. The company found huge success due to the owner’s knowledge of the trucking industry, strong business acumen and ability to effectively establish and maintain key relationships.
NTCo identified six clear strategic goals during its recent strategic planning session including:
1. Leverage corporate reputation and brand recognition to expand current transportation services in new markets by 50% by Q3.
2. Introduce new transportation service offering to capitalize on green and clean energy construction markets.
3. Increase customer retention and set “best in class” customer service standards.
4. Continuously broaden customer database by obtaining new information on consumer characteristics and needs.
5. Increase efficiencies through the use of wireless or virtual technology.
6. Increase charitable giving opportunities.
ORGANIZATIONAL STRUCTURE
NTCo currently employs 50 full-time and part-time employees. These employees are primarily located in the Midwest United States. The following outlines NTCo’s organizational chart.
In addition to its full and part-time employees, NTCo relies heavily on Owner-Operators or truck drivers who own and operate their trucks and are not employees of the company, instead serve as contractors.
ORGANIZATIONAL CULTURE
Early on when the company had less than ten employees, W. Nobel prided his organization on possessing a “family feel” where everyone knew what to do and knew each other. However, as the business expanded into other states, the organization lost its “family feel” and evolved into more of a corporate environment.
NTCo’s culture is one of silos, poor internal communication, minimal accountability, and decentralized supervision. In other words, respective Directors are only concerned with the performance of their department, with little or no regard for other departments. Also, there is notable variation between how one area is run versus the way another is run. Additionally, NTCo’s mission statement is vague and ambiguous, “To be the best.”
From a human capital perspective, recruitment plan in place, employee feedback is inconsistent and often, employees are not clear on expectations for their job. Employees are not well informed of organizational goals, and there is no clear connection between employee performance and organizational performance.
ORGANIZATIONAL ASSESSMENT
While NTCo ishas many good attributes such as being a major provider of transportation services, has an excellent reputation with customers, has experienced consistent revenue growth since its establishment and has many high performing employees, .However, the organization has several areas of opportunity for development. Currently, there is no one person or department overseeing Human Resources functions. The CEO in conjunction with the Director of Administration relies on employee and customer references to identify and acquire talent. While this ideology worked while the organization was small, as the company grows W. Nobel has a concern that there is no HR infrastructure in place.
There are several tools in place as a result of a previous consulting engagement such as job descriptions and a compensation structure; .Neverthelesshowever, there is little else existing to address the employee lifecycle (on-boarding, through flow, and off-boarding). The company does not have a human resources manager and most of the HR functions are outsourced.
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Due to the absence of a role to focus on human resources, as well as the absence of an employee evaluation tool, supervisors do not know exactly what to do about several employees who according to the supervisor, “just isn’t hitting the mark.”
ASSIGNMENT
NTCo has hired you as an HR Consultant to assist in identifying a realistic plan to address several issues. NTCo is asking that you develop a comprehensive action plan and plan tools inclusive of:
Development of a performance appraisal tool (Module 2).
Development of a developmental plan to create a competitive workforce (Module 3).
Development of a Performance Improvement Plan (PIP) for low-performing employees utilizing a 6-step model (Module 4)
Create a paper and PowerPoint presentation action plan addressing the workforce issues facing the company (Module 5).
Employee name:
Position:
Supervisor name:
Department:
Date of completion:
Review and completion by supervisor:
Supervisor instructions: The supervisor should give the form to the employee undergoing performance appraisal, the employees should complete the performance appraisal and hand it back to the supervisor within the shortest time. Upon receipt of the performance appraisal form, the supervisor should complete his required section and hand the form back to the human resource leader.
Employee instructions: The employee undergoing assessment should complete and return the self-assessment to the supervisor; the employee is also free to discuss any sections with the supervisor.
Rating scale
1. Unacceptable ( fails to meet standards)
2. Needs improvement (Frequently fails to meet expectations)
3. Satisfactory (Generally meets set standards)
4. Outstanding (exceeds outlined standards)
5. Excellent (consistently meets standards)
Section one, personal competency
Supervisor guide:Personal competency is a core aspect of emotional intelligence at the company; all employees must display adequate personal competency skills that include self-awareness, self-regulation, and self-motivation.
Self-awareness is the ability to understand one’s talents and weaknesses, employees who have self-awareness know their limits and have a clear idea of the areas where they need improvement. Employees with self-awareness also display self-confidence because they know whether they can do a job based on their understanding of their abilities(Dong, Seo, & Bartol, 2014).
Self-regulation is also a core component of personal competency; regulation involves the discipline needed to control oneself(Dong, Seo, & Bartol, 2014). The job exposes employees to many temptations, ideal employees must display discipline in handling responsibility assigned to them by the company. Self-regulation enables the company to trust the employee.
The third component of personal competency is self-motivation, employees must display the drive needed to accomplish tasks, even in the face of challenges. In assessing self-motivation, the supervisor must look out for imitative, commitment, optimism, and the desire to achieve more.
Section two, social competency
Supervisor guide: Social competency is also a key part of emotional intelligence. Social competency has two key aspects; these are empathy and social skills.
Ideal employees must have good empathy; because the job involves interaction with other employees, the ideal employee should be highly aware of the feelings and needs of others. Empathy among the employees of the organization enables them to achieve a synergy where their efforts complement each other(Dong, Seo, & Bartol, 2014).
The second core component that the supervisor should look out for is social skills. Social skills are crucial for survival in the company. Good social skills in an employee include the ability to manage and influence others. Employees must also be good team players who have the ability to build close relationships with colleagues and leverage these relationships into achieving goals(Dong, Seo, & Bartol, 2014).
Employee signature:
Date:
Supervisor signature:
Date:
References
Dong, Seo, & Bartol. (2014). No pain, no gain: An affect-based model of developmental job experience and the buffering effects of emotional intelligence. Academy of Management Journal, 57(4), 1056-1077.