Powerpoint Slide
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).
Section three: Performance of Key job duties.
Supervisors guide
The supervisor ought to consider the job description of the employee and the rating to which the employee is able to perform the duties assigned to them.
The ideal employee ought to be able to execute their tasks, duties and obligations as was explained to them upon recruitment.
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.
TALENT ACQUISTION AND MANAGEMENT
Name:
Instructor:
Course Title:
Date:

Talent Management Plan
For an organization, the employees are usually the most valuable asset. They therefore ought to be managed in a manner that encourages them to be more productive and
more loyal to the organization. There are many means of managing talents and therefore most organizations often get up overwhelmed(Berger, 2010). A talent management
system ensures that an organization has the necessary professionals with the required requirements for specific posts. This guarantees that an organization is able to
meet their current as well as their future business objectives.
The first step in coming up with an effective talent management plan is to identify the goals of an organization as well as its drivers. Customer service is an
integral aspect of any business as it is the image of an organization to its clientele. The organization’s talent management plan focuses on the strengthening of the
customer service department. The organization has been focusing on coordinating the training of the customer service department and their competencies to ensure that
they sufficiently support the functionality of the organization. The organization ensures that they identify the relevant courses that the department should undertake
have been identified. On identification, the courses should be undertaken within a given timeframe(Berger, 2010). The courses should be done be the entire department
as well as all the mangers in charge of customer support. The courses are sent to each individual through email and the relevant personnel are expected to give
monthly feedback on the relevance and effectiveness of the programs. Similarly quarterly updates are provided by the managers on the rate of completion of the customer
service scheduled courses by the staff.
Performance appraisal
The current performance appraisal requires that the supervisor gives to the employee undergoing the appraisal a form which they should fill and return it within the
shortest time possible. Upon receipt of the form, the supervisor ought to fill the supervisor’s section and hand it back to the human resource manager. The appraisal
is made up of two key sections, the personal competencies and the social competencies. In the personal competencies section, the appraisal focuses on self-motivation,
self-regulation and self-awareness while on the social competencies section, it focuses more on social skills and empathy. The current performance appraisal is
satisfactory but to make it even better, it should include an extra section that targets the performance of an employee’s key duties. This would require the employee
to look at their job description as was required of them during recruitment or promotion. They would then rate themselves on how they have performed each of the duties
that were assigned to them as per the job description(Falcone, 2013). The employee’s supervisor should also have access to the pertinent job description and scrutinize
it effectively in order to be able to make informed decisions when rating the employee. The supervisor is allowed to make any changes to the form in order to
effectively rate the employee based on their job descriptions and how they perform their key duties. The job description explains in detail the duties that ought to be
carried out by a particular employee upon recruitment. This is the whole essence of the employee and the main purpose why they are employed in an organization. The
performance appraisal should therefore consider this weightily as it defines the sole reason why an employee was contracted to work in an organization.

Employee development plan
Some of the important questions that need to be answered are: where the employee is at in terms of current skills, values and ideas as well as where the employee is
actually intended to be(Dong et. al., 2014).
Section 1: Where am I as at now?
What do I value?
Is my current job satisfying?
Does my job meet my needs?
Is there any change that I would wish to make?
What kind of person am I?
What makes me happy?
When these questions are answered, then follows the question:
Section 2: Where do I want to be?
Am I satisfied with this organization or I wish to move to another organization?
Would I wish to enrich my current job?
Am I interested in developing new skills?
If so, which skills and why?
This section requires that the new employee interacts with their supervisors in order to understand what are the available options I terms of professional
advancements.
Finally the third question arises.
Section 3: How will I get there?
After understanding one’s professional position and where they would wish be, the next obvious thing to think about is how one can get to their ideal place. To
understand this, the employee needs to understand:
The skills and competencies that they possess?
What needs to be strengthened?
What barriers am I likely to encounter?
How can I overcome the barriers?
Do I need to make any changes? And if so, what changes?
Recommended Action Plan
There are a number of internal as well as external factors that impact the performance of employees within an organization. Some of the internal factors that may
affect employee performance include policies and strategic plans of the organization (Sabol & Whitman-Rice, 2005) . The work environment as well as the locus of
organizational control may impact the performance of employees either positively or negatively. External factors refer to the factors that are not directly linked to
the work place and these include the educational level of the employee and their competencies as well as government regulations. Many at times, an organization may
have a number of their employees performing below the expectations. There are a number of reasons that may be contributing to this performance gap and this means that
the organization cannot have one defined way of dealing with such persons (Sabol & Whitman-Rice, 2005). The best approach to solve this organizational problem is to
first understand why these employees are not performing as expected. Sometimes, it may need a simple push, a change of the environment or mere counseling to get the
employees to achieve their full potential. For chronic cases however, warning letters should be written and if the employees do not improve, then the company should
fire them and hire more competent employees.
The organization may require to involve recruiting companies that will aid them with the tiresome process of talent acquisition. This also ensures that the human
resource department gets the best candidates to pick their choice from. It is also less tedious because the recruiting companies do most of the selection to present
the organization with the top cream. Based on the areas that require improvement, the organization may decide to hold periodical trainings so as to better equip their
personnel. The organization may also review their employees’ salaries based on their performance appraisals to ensure that they retain most of their employees
(Falcone, 2013). If employees do not receive periodic salary reviews, they are likely to move to competitor organizations.
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.
Sabol, D. M., & Wittmann-Price, R. A. (2005). Get creative with performance improvement plans. Nursing management, 36(8), 16-19.
Berger, L. (2010).The Talent Management Handbook. Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People. Mc-Graw Hill.
Falcone, P. (2013) The Performance Appraisal Tool Kit: Redesigning Your Performance Review Template to Drive Individual and Organizational Change. AMACOM Publishers
Development Action Plans: Coaching for Staff. Retrieved on 19th March, 2017 from http://www.psu.edu/dept/itshr/training/DAP%20Online%20Training%20Participant
%20Guide.pdf

Leave a Reply

Your email address will not be published. Required fields are marked *

Powerpoint Slide
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).
Section three: Performance of Key job duties.
Supervisors guide
The supervisor ought to consider the job description of the employee and the rating to which the employee is able to perform the duties assigned to them.
The ideal employee ought to be able to execute their tasks, duties and obligations as was explained to them upon recruitment.
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.
TALENT ACQUISTION AND MANAGEMENT
Name:
Instructor:
Course Title:
Date:

Talent Management Plan
For an organization, the employees are usually the most valuable asset. They therefore ought to be managed in a manner that encourages them to be more productive and
more loyal to the organization. There are many means of managing talents and therefore most organizations often get up overwhelmed(Berger, 2010). A talent management
system ensures that an organization has the necessary professionals with the required requirements for specific posts. This guarantees that an organization is able to
meet their current as well as their future business objectives.
The first step in coming up with an effective talent management plan is to identify the goals of an organization as well as its drivers. Customer service is an
integral aspect of any business as it is the image of an organization to its clientele. The organization’s talent management plan focuses on the strengthening of the
customer service department. The organization has been focusing on coordinating the training of the customer service department and their competencies to ensure that
they sufficiently support the functionality of the organization. The organization ensures that they identify the relevant courses that the department should undertake
have been identified. On identification, the courses should be undertaken within a given timeframe(Berger, 2010). The courses should be done be the entire department
as well as all the mangers in charge of customer support. The courses are sent to each individual through email and the relevant personnel are expected to give
monthly feedback on the relevance and effectiveness of the programs. Similarly quarterly updates are provided by the managers on the rate of completion of the customer
service scheduled courses by the staff.
Performance appraisal
The current performance appraisal requires that the supervisor gives to the employee undergoing the appraisal a form which they should fill and return it within the
shortest time possible. Upon receipt of the form, the supervisor ought to fill the supervisor’s section and hand it back to the human resource manager. The appraisal
is made up of two key sections, the personal competencies and the social competencies. In the personal competencies section, the appraisal focuses on self-motivation,
self-regulation and self-awareness while on the social competencies section, it focuses more on social skills and empathy. The current performance appraisal is
satisfactory but to make it even better, it should include an extra section that targets the performance of an employee’s key duties. This would require the employee
to look at their job description as was required of them during recruitment or promotion. They would then rate themselves on how they have performed each of the duties
that were assigned to them as per the job description(Falcone, 2013). The employee’s supervisor should also have access to the pertinent job description and scrutinize
it effectively in order to be able to make informed decisions when rating the employee. The supervisor is allowed to make any changes to the form in order to
effectively rate the employee based on their job descriptions and how they perform their key duties. The job description explains in detail the duties that ought to be
carried out by a particular employee upon recruitment. This is the whole essence of the employee and the main purpose why they are employed in an organization. The
performance appraisal should therefore consider this weightily as it defines the sole reason why an employee was contracted to work in an organization.

Employee development plan
Some of the important questions that need to be answered are: where the employee is at in terms of current skills, values and ideas as well as where the employee is
actually intended to be(Dong et. al., 2014).
Section 1: Where am I as at now?
What do I value?
Is my current job satisfying?
Does my job meet my needs?
Is there any change that I would wish to make?
What kind of person am I?
What makes me happy?
When these questions are answered, then follows the question:
Section 2: Where do I want to be?
Am I satisfied with this organization or I wish to move to another organization?
Would I wish to enrich my current job?
Am I interested in developing new skills?
If so, which skills and why?
This section requires that the new employee interacts with their supervisors in order to understand what are the available options I terms of professional
advancements.
Finally the third question arises.
Section 3: How will I get there?
After understanding one’s professional position and where they would wish be, the next obvious thing to think about is how one can get to their ideal place. To
understand this, the employee needs to understand:
The skills and competencies that they possess?
What needs to be strengthened?
What barriers am I likely to encounter?
How can I overcome the barriers?
Do I need to make any changes? And if so, what changes?
Recommended Action Plan
There are a number of internal as well as external factors that impact the performance of employees within an organization. Some of the internal factors that may
affect employee performance include policies and strategic plans of the organization (Sabol & Whitman-Rice, 2005) . The work environment as well as the locus of
organizational control may impact the performance of employees either positively or negatively. External factors refer to the factors that are not directly linked to
the work place and these include the educational level of the employee and their competencies as well as government regulations. Many at times, an organization may
have a number of their employees performing below the expectations. There are a number of reasons that may be contributing to this performance gap and this means that
the organization cannot have one defined way of dealing with such persons (Sabol & Whitman-Rice, 2005). The best approach to solve this organizational problem is to
first understand why these employees are not performing as expected. Sometimes, it may need a simple push, a change of the environment or mere counseling to get the
employees to achieve their full potential. For chronic cases however, warning letters should be written and if the employees do not improve, then the company should
fire them and hire more competent employees.
The organization may require to involve recruiting companies that will aid them with the tiresome process of talent acquisition. This also ensures that the human
resource department gets the best candidates to pick their choice from. It is also less tedious because the recruiting companies do most of the selection to present
the organization with the top cream. Based on the areas that require improvement, the organization may decide to hold periodical trainings so as to better equip their
personnel. The organization may also review their employees’ salaries based on their performance appraisals to ensure that they retain most of their employees
(Falcone, 2013). If employees do not receive periodic salary reviews, they are likely to move to competitor organizations.
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.
Sabol, D. M., & Wittmann-Price, R. A. (2005). Get creative with performance improvement plans. Nursing management, 36(8), 16-19.
Berger, L. (2010).The Talent Management Handbook. Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People. Mc-Graw Hill.
Falcone, P. (2013) The Performance Appraisal Tool Kit: Redesigning Your Performance Review Template to Drive Individual and Organizational Change. AMACOM Publishers
Development Action Plans: Coaching for Staff. Retrieved on 19th March, 2017 from http://www.psu.edu/dept/itshr/training/DAP%20Online%20Training%20Participant
%20Guide.pdf

Leave a Reply

Your email address will not be published. Required fields are marked *