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HRM Case 2 Training and Development Winter 2010 Sonya B.

Weaks

In this coaching and performance improvement analysis I will focus on an HR Consultant in my office. This HR Consultants primary responsibility is recruitment. She, lets call her Jane, has been with our organization for a little over 3 years with very little improvement in her performance. When Jane first came to employment with Forsyth County, she and I were both responsible for recruitment. Eventually, I was promoted to Compensation and Classification Manager. Our relationship at that point required her to now reporting hiring, recruitment and retention issues in relations to compensation directly to me. The performance problem that I feel needs to be addressed is her time management skills. Our office consists of only 9 employees, supporting 26 departments as well as more than 2000 employees. Everyone in our office has primary responsibilities as well as other areas of responsibility in order to successfully support a large governmental organization. My Coaching Checklist 1. What is the specific problem?

The specific problem with Jane is her time management skills. Our department operates on time lines, deadlines and schedules. If any of these are missed at any given point, our department as well as the County, could face major violations of policies and laws. Also, most HR departments have a flow of work that moves throughout the department. If the flow is constantly and consistently held up due to Janes lack of time management, it can cause frustrations and lack of trust with that employee. 2. Does the team member know that the problem exists?

Yes. Jane does realize that she lacks in her time management skills. There are constant complaints to her supervisor because of processes being delayed and/or deadlines missed due to her lack of management. 3. Does the team member know the performance expectations?

After many complaints from co-workers, Janes supervisor schedules quarterly meeting with her to review her work load and work schedule. I believe that her supervisor has expressed the frustration felt throughout the office in reference to lack of management. Effective feedback is essential if those undergoing learning and development are to reach their full potential. (Redford, K.) 4. Are there obstacles outside the team members control that are affecting her

performance? To my knowledge, there are not any obstacles outside of Janes control that are affecting her lack of time management skills. 5. Do negative consequences follow good performance?

Obviously there are good performances from time to time. The decision by her supervisor to not give Jane any negative consequences, but still highly reward her in her pay for performance merit increases, does not motivate her to work on her time management skills. It only causes more frustration to co-workers to see her being rewarded when there are so many issues but brought to the supervisors attention. 6. Do positive consequences follow good performance?

Jane is usually given a neutral consequence. There are, unfortunately, no actions taken by her supervisor for poor performance.

My Coaching Analysis Flow Chart Problem Analysis I: Is the problem worth solving? Yes. If Jane works on her time management skills, processes in our department would run smoother and more efficiently. The respect given to us by other departments and the County Manager would increase. Problem Analysis II: Define the performance deficiencies. Lack of time management skills and initiatives Poor performance due to missing deadlines and violating policies; could cause legal implications Possible violation of federal and local laws What is the root cause?

Cause Analysis:

Janes current supervisor does not address these issues on a timely basis which is when it is brought to her attention. When she does address it, during their quarterly meetings, there are no negative consequences extended. If Jane can continue to perform the way she does and still receive above standard performance evaluations, there is no motivation for Jane to change and work on her time management skills.

Jane has the knowledge and personality that a recruiter needs. She is very friendly, very well spoken, bilingual and very professional. However, her office skills are very lacking.

Worth Analysis:

Is the solution worth the cost?

I believe the solution to her lack of time management is worth the cost. There are many local organizations that offer time management workshops that she can attend. Also, I

believe her supervisor needs to address issues immediately and not just give Jane a minor slap on the hand for underperforming. Our annual evaluations are based on performance, so it should reflect in her performance evaluations. Alternative Action Analysis Time Management Workshop Lateral move to another function in the HR Department Address problems and issues immediately. Whether the feedback is positive or involves criticism, it is all about improvement - so it is important to discuss an action plan to help the person build on their strengths. (Redford, K.) Give negative consequences for poor performance. Performance Improvement Action Plan 1. 2. 3. Training (Mandatory) Time Management Workshops Team Building Working with Teams Improving Work Performance thru Time Management Employee Development Actions If work is falling behind, discuss with supervisor immediately If deadlines are approaching, discuss with supervisor immediately Non-training Actions Inform co-workers if you are going to miss deadlines Enlist co-workers for help if you are falling behind in your work load. Being selfaware increases an individual's effectiveness in a range of people situations and provides insights into the behaviors of others. (Brocato, R.)

Discuss with supervisor if you feel you can not perform your duties efficiently and affectively

References

Buhler, P. HR Management. All the Information You Need to Manage Your Staff and Meet Your Business Objectives. (2002). Adams Media Corporation. Avon, MA. Brocato, Rick. (2003). Coaching for improvement: An essential role for team leaders and managers. The Journal for Quality and Participation, 26(1), 17-22. Retrieved May 14, 2010, from ABI/INFORM Global. (Document ID: 334040531). Redford, Kirstie. (2006). feedback. Training & Coaching Today,6. Retrieved April 14, 2010, from ABI/INFORM Trade & Industry. (Document ID: 1143573391).