Expert answer:Performance Management And Feedback, assignment he
Answer & Explanation:For this assessment, assume the role of an employee relations specialist and develop a performance management plan, including negative feedback that you would present to an employee, based on a hypothetical situation.Select one scenario from the Assessment Scenarios list ASSESSMENT SCENARIOS.docx. Based on the information provided in your chosen scenario, prepare a performance management plan and the feedback you would deliver to the employee, following the steps listed below, in order:Describe the real issue, and explain what the most difficult aspect of discerning the issue is for you.Describe your goal, and explain the performance management plan you believe is most appropriate for the scenario, including corrective actions, outcomes, and potential benefits.Explain what temptation you, as the HR employee relations specialist, are most likely to face and how you will resist it.Explain basic performance feedback practices, such as:Obtaining permission from the employee to engage in the discussion.Choosing the best time to deliver the feedback.Selecting the place for the conversation.Consider what you would say to the employee, and write the script for your negative feedback. Ensure that your script includes:The real issue.Your goal.A brief explanation of how a performance management plan would address the issue.The corrective action you would take.Conclude your paper with your insights into the process.How comfortable are you with this process?What information, if any, was missing from the scenario?Additional RequirementsLength of paper: Your paper should be 5–6 pages (double-spaced), including a references page.Written communication: Communicate in a manner that is scholarly and professional. Your writing should be:Concise and logically organized.Free of errors in grammar and mechanics.Validation and support: Provide relevant and credible supporting evidence.APA formatting: Format all citations and references in accordance with APA sixth edition guidelines.
assessment_scenarios.docx
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ASSESSMENT SCENARIOS
The following scenarios are excerpts from the Society for Human Resource Management’s document We
Need to Talk: Ten Scenarios to Practice Handling Needed Conversations, by Dr. Douglas Crawford. Select
one of these scenarios, and use it to complete Assessment 3.
1. You recently instituted a “No Smoking” policy in the facility. All employees were notified of
the policy change. It was not well-received. As you walk down aisle B in the warehouse,
you see a cloud of smoke and then see Chris running to aisle A. You need to talk to Chris.
2. You are an office manager overseeing a department of 25 people. One of your employees
comes to you and complains about Pat’s unpleasant body odor and how difficult it is to work
in the same area. You agree to talk to Pat.
3. You are the sales department manager at an upscale store. Your boss has talked to you
about the appearance of some of your sales clerks—particularly Alex. Alex is sporting on his
forearm a new, large tattoo of a devil eating a rat. You agree with your boss that some
customers might find it offensive and that it should somehow be covered up. You need to
talk to Alex.
4. Sidney has recently been missing work. She tends to call in at the last minute, and there
seems to be a pattern developing of Mondays and Fridays. Sidney has been in rehabilitation
in the past for alcohol abuse. You need to talk to Sidney.
5. You are a project manager and supervise a team of 11 people. It is near Christmas, and you
notice that within one day the office supply cabinet has been conspicuously depleted of
tape, scissors, and packing materials. Other than you, the administrative assistant, Lesley,
is the only one with the key to the cabinet. You need to talk to Lesley.
6. You are the director of human resources. You asked your benefits administrator, Morgan, to
immediately send new benefit information to your boss for her review. The next day, you
are chewed out by your boss for not sending her the information. You look bad. You decide
to talk to Morgan.
7. You are the vice president of finance. Your administrative assistant, Ryan, is often late
getting to work. You have tolerated it for the past year, but your workload has increased
and you need all the help you can get, especially at the start of the day. With Ryan coming
in late, it is starting to affect your ability to get your job done. You need to talk to Ryan.
8. You are an accounting manager, and the business relies on your department to produce
accurate financial reports the end of each month. Your department uses Excel. Last month,
you hired a new accountant, Taylor, who claimed to be proficient in Excel. However, coworkers have come to you with complaints about Taylor’s work and questioning his abilities.
You need to talk to Taylor.
9. You are a payroll manager supervising 25 people. Your team works in close quarters with
little physical separation between work stations. Drew is one of your best performers, yet
you have received complaints that Drew tends to sprinkle conversations with rather crude
and vulgar references. This is not a team of saints, but some have complained that Drew is
crossing the line. You need to talk to Drew.
10. You are a marketing director supervising 18 professionals and support staff. The nature of
the work requires a collaborative environment where the professionals give work direction
to the support staff. A professional on your team, Dana, has started dating a person on the
support staff. Although there is no policy prohibiting dating, several co-workers have
complained about the two being too affectionate at work. Some also indicate there is
preferential treatment for Dana’s newfound love interest. You need to talk to Dana.
Reference
Crawford, D. (2008). We need to talk: Ten scenarios to practice handling needed conversations. Retrieved
from https://www.shrm.org/Education/hreducation/Documents/We%20Need%20to%20Talk.pdf
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