In order for Landslide Limousine to have success, strategic performance is

necessary within the

framework of management. The business should be successful if the performance
management plan aligns completely with the business strategy. To help the
company defne the skills needed by its workers it must have a strong
organizational philosophy as well as a strong job analysis. It is of great importance
to know what methods the company will utilize for the measurement of employee
skills, skill gaps, and an eective feedback approach. !twood " !llen #onsulting will
be administering and providing this vital information for the success at performance
management for Landslide Limousine. The performance management plan will
ensure business success with no lost revenue, and income stability, and within
target.
Performance management framework for business strategy
In prior communications with !twood and !llen, there was desire showed to
start Landslide Limousines in !ustin, Te$as. The main goal is to provide frst%class
transportation options for various customers by the limousine company. There is an
anticipated net revenue for the frst year of &'(,(((, and is e$pected to have a ')
increase in net revenue within the ne$t few years. There is also an estimation of a
*() turnover rate. !ccording to !twood " !llen, the short term and long term goals
are very realistic for the frst few years. +ncouragement of employee loyalty,
alignment of company,s goals, and the setting of the foundation for fnancial growth
would come together by bringing together a strategic performance management
framework. The structure of the business strategy must consist of eective
employee skills, methods to measure skills performance, concentrate on skills gaps,
and eective employee feedback.
Organizational Performance Philosophy
In order to establish a strong strategic performance management framework,
the company needs to identify the organizational performance philosophy. In order
to compete within the e$isting competitive market in !ustin, Te$as, the business
philosophy has to be built on e$cellent customer service. To build a positive
reputation in the market, employees have to be clear with e$pectations. The
organizational performance philosophy is the company,s values about how
management is going to direct employees to accomplish goal to succeed the
organizational performance. -Transporting people e.ciently and safe is our
satisfaction/ is a possible philosophy phrase that Landslide Limousine can use as a
marketing strategy. The idea of the philosophy is to build trust within employees
and customers within the company to retain loyalty and confdence within the
service.
The job analysis process to identify employees skills
It is important for any business to employ personnel with the re0uired job
skills and successfully achieved organizational goals. The employee knowledge and
skills can guarantee customer satisfaction and positive reputation for the company.
The te$tbook, 1anaging 2uman 3esources, 4
th
edition, by 5.6. #ascio, e$plains four
levels of analysis to determine training needs and what can be achieved. The four
levels of training are organizational analysis, demographic analysis, operations
analysis, and individual analysis 7#ascio, 8(*9, p. 9*:;. The organizational analysis
identifes if the training supports company,s direction, personnel training activity,
and resources available. <emographic analysis determines employee,s special
need at dierent hierarchy levels. =perations analysis identify what an employees
should do to perform competently, and individual analysis focus on the type of
training should be provided to a specifc individual 7#ascio, 8(*9;. !ccording to
#ascio, with a job analysis the business can identify tasks and re0uired
characteristics to perform a job 7#ascio, 8(*9;. The four levels of training is a
helpful tool to identify areas of improvement.
Methods to measure the employees skills
6or any business is important to measure employee skill performance and
determine if targets have been accomplished. The article, +mployee >erformance
1easurement Tools, by 3uth 1ayhew, e$plain how a company can measure
performance with performance appraisals, productivity tests, and 9?(%<egree
6eedback. The performance appraisal is an annual method on where the employee
is evaluated by management. The evaluation identify how well is the employee
doing for a period of time and if action in re0uired for improvement. >roductivity
test can help measure employee performance in 0uantifable terms. The 9?(%degree
feedback is for supervisors and management to provide objective information from
every employee working for the business 71ayhew, 8(*@;. The balance card is
another crucial tool to measure the employee,s skills, as well as the organizational
performance. !ccording to The Aalanced Bcorecard% 1easures that <rive
>erformance, by 3obert B. Caplan and <avid >. Dorton, the balance scorecard
gives management a comprehensive view of the business with operational
measures, such as customer satisfaction, internal processes, innovation and
improvement activities driven for future fnancial performances 7Caplan " Dorton,
*448;. The balance scorecard is a tool that Landslide Limousine can use to e$plain
the results of actions already taken.

Process for addressing skill gaps
!n analysis to address skill gaps is important at any employee level. The
analysis identifes the responsibility, knowledge, and skills re0uired for a specifc
job. If an employee is currently performing a job but changes were made to the job
description, addressing the gaps will be to identify any characteristic missed to
trainee the employee or improve the process. It is common to fnd skills gaps when
an employee change jobs or it lack of education and training to perform a job. The
article, 2ow to <evelop a Bkill Eap !nalysis, by Tara <uggan, provides four steps to
develop a skill gap analysisF identify business goals, collect data, understand data to
make recommendations, and develop a training plan to address skills gaps in the
current environment 7<uggan, 8(*@;. It is crucial to identify business goals to
remain competitive and create a project plan with the strategic objectives. The
collected data can help identify skills and knowledge of every employee performing
a role in the company. !fter data is collected, recommendations can be made to
improve areas, such as communication, leadership, teamwork, sales, service, and
project management. The training plan to address skills gaps in the organization
can help determine appropriate and eective training to retain employees to
retention and business performance.
Efectie performance feedback
It is very important to deliver eective performance feedback with positive
attitude. +mployees appreciate advice and positive coaching to help improve
mistakes. The article, 2ow to <eliver +ective >erformance !ppraisals, by Louise
Aalle, e$plain dierent steps for eective performance appraisalsF establish an
appraisal method, eective eye contact, start with negative feedback end with
positive suggestions, set new goals, have an open dialogue with the employee,
e$plain if the employee is a candidate for promotion or raise 7Aalle, 8(*@;. The frst
step is important because the method is selected to provide eective feedback. Two
e$amples are the 9?(%degree feedback appraisal and self%evaluation for employees
to share thoughts and ideas. !t the interview, it is crucial to maintain good eye
contact to develop trust from both sides and show respect. Aody language is
important because it can show attitude or negative feedback. It is important to start
with negative feedback to end with positive observations and set realistic goals for
the ne$t time period. <uring the feedback is important to have open dialogues to
allow employees share opinions or ideas. It is important for management to share
decisions made by upper level on behalf of the employee, as far as promotion or
raises, to encourage the employee to achieve better results in the future.
!eferences
#ascio, 5.6. 78(*9;. 1anaging 2uman 3esources 74
th
ed.;. Dew Gork, DGF The
1cEraw%2ill #ompanies,
Inc, 3etrieved from Hniversity of >hoeni$ eAook #ollection database. 5orkplace
Training, #hapter I.
1ayhew, 3uth 78(*@;. Employee Performance Measurement Tools. <emand 1ediaF
#hron. 3etrieved
fromF httpFJJsmallbusiness.chron.comJemployee%performance%measurement%
tools%*4'8.html
<uggan, Tara 78(*@;. How to Develop a Skill Gap Analysis. <emand 1ediaF #hron.
3etrieved fromF
httpFJJsmallbusiness.chron.comJdevelop%skill%gap%analysis%94I:8.html
Aalle, Louise 78(*@;. How to Deliver Efective Performance Appraisals. <emand
1ediaF #hron. 3etrieved
fromF httpFJJsmallbusiness.chron.comJdeliver%eective%performance%
appraisals%89?(9.html