Where do we draw the line in expecting employees to perform to company standards after we have certified their knowledge and understanding of workflows? At some point we have to cut our losses and look for upgrades don't we How much rope should we give an employee.
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Where do we draw the line in expecting employees to perform to company standards after we have certified their knowledge and understanding of workflows? At some point we have to cut our losses and look for upgrades don't we How much rope should we give an employee.
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- You have a spreadsheet that contains performance data for the staff. How would you organize this data considering that it would be data used for annual performance reviews for each staff member? What are some of the ethical considerations to keep in mind when using this data?THE SCENARIO In this one, the employee is walking on an extremely thin line. His performance has extremely disintegrated, and he is about ready to get fired. Sam has been an excellent employee since he started working in your department two years ago. However, in the last few weeks, he has not been performing up to standards: He has been late three times His production goals have been below standards on many occasions. Two of his coworkers have reported that he seems to be extremely agitated most of the time and in a “very cranky mood.” (You checked this out with some other employees and found it to be true.) Today he was late for the forth time. You have called him into your office for a performance counseling meeting. RECORDS YOU HAVE ON SAM April 6 - Production 5% below standard April 17 - 30 min late April 20 - Production 12% below standard April 24 - Production 14% below standard April 29 - 25 min late May 5 - 35 min late May 8 - Yelled out to other worker that they were not…Human Resource Planning try to ensure that right number and types of employees are available at right time for the organization. But there are times when an organization can have more employees than required and also can have less employees than required. What are the consequences for organization when there is either surplus employees or deficit employees? Suggest methods to deal with surplus employees and deficit employees?
- You have been asked to be part of the strategic team looking at the Managed by Q expansion into the Boston Market. You are the Director of HR have been asked to create an analysis of labor costs and the potential of supporting this new market. In particular, you have been asked to: Compute the number of client hours needed to break even Design a recruitment strategy for these employees Given the current market, determine the projected time to fill the number of roles you have identified You can assumptions listed in the case where they indicate the average change per hour is $25, Then, looking at the assumption costs, how many hours does someone have to work to break even? Pull in the data you found earlier on the Boston market and additional, such as unemployment, to determine a recruitment strategy and time line. And remember, this is a compensation & benefits class, so the strategy for recruitment should focus on, “Is Q offering the right wages and benefits to attract…Emily Sanders has been an excellent employee since she started working two years ago. However, lately, she has not been performing up to standard. Preparing for the meeting with Miss Sanders, you developed the following list of actions that occurred in the last six weeks. Arrived 20 minutes late four times Arrived 45 minutes late one time Performed 10.5% below the production standard Yelled several times at a coworker who was trying to help her. Became extremely upset with another coworker. Explain in detail how you would address each of these issues to Miss Sanders during the meeting with her.JoAnn Michaels just started her job as human resources manager at In the Dog House, a retail chain specializing in dog apparel and accessories. She is a good friend of yours you met in college. The organization has 35 stores with 250 employees in Washington, Idaho, and Oregon. As the chain has grown, the training programs have been conducted somewhat piecemeal. Upon visiting some of the stores in a three-week tour, JoAnn has realized that all the stores seem to have different ways of training their in-store employees. When she digs further, she realizes even the corporate offices, which employ seventy-five people, have no formal training program. In the past, they have done informal and optional brown bag lunch training to keep employees up to date. As a result, JoAnn develops a survey using SurveyMonkey and sends it to all seventy-five corporate employees. She created a rating system, with 1 meaning strongly disagree and 5 meaning strongly agree. Employees were not required to answer…
- Analyze the following situation and do as directed.You are an employer (you can be an entrepreneur or HR manager). You have selected a candidate for a position in your office (decide what is the position). You also have the freedom to decide all the terms and conditions of the employment contract (in other words the appointment letter). You are required to design an Appointment Letter for the candidate you have selected.Think back on your own experiences as a customer of a company you either liked very much or disliked very much. Give the name and type of organization and tell why you liked or disliked doing business with this company. Now think about the company's HRM practices that likely contributed to the positive or negative experience that you had. (Example: if you chose a restaurant because of its friendly/efficient service, describe the possible role HRM has played in producing this service, such as selection of the right type of servers or a well-designed training or reward system.)You are reuqired to prepare a Training Need Analysis form and discuss how should TNA be conducted to maximize the return on training investment and performance of the over all business in light of the organization's vision.
- TrainingDefine in your own words what training is.How are an employee's training needs determined?It details a training method that you understand is the best to train a group of administrative assistants. Explain why you think it is.Give an example of a "compensation action" and why it may be needed in workflows?What is the underlying problem in this case from the perspective of a hospital administration? What role do you believe hospital administrators have played in contributing to nursing shortages and high nurse turnover? What could hospitals do to create a realistic job preview before new nurses accept a position? How do you think this might help with nurse retention? What type of training or development might hospitals offer to help reduce nurse turnover?