Performance Management Criteria for Sales and Events Promotion Representative
I will be attaching the question file in the uploading section.
I will need the writer to answer ONLY QUESTIONS 5, 6, & 7 and give an introduction. (A general introduction).
I HAVE chosen the job posting from indeed, and I will attach the link from indeed and also some pieces of information I found online
Training is important but keeping the level of competency that results from training is equally important for organizations to achieve its strategic goals. In this term assignment, the team will create a performance management plan from job description through training to tracking growth and development.
The paper will include:
▪ A job posting for an entry level job for a company. Use one found on a job website such as Indeed.com or Monster.ca. Research the company and explore the cultural values, job position, and performance of employees of the company in the similar position. The paper will document the outcome of this research.
▪ Develop an off-the-job training program that reflects the values of the company. The training program will include a summary lesson plan, demonstrate SMART objectives that align to the values of the position and the organization. The paper will include the relevant documents for off-the-job training including the summary lesson plan with SMART objectives and evaluation tools.
▪ Develop a mentoring/coaching program that supports the employee after off-the job training for this position. The mentoring/coaching program needs to follow best practices for mentoring and coaching. The mentoring/coaching program needs to align to both the off-the-job training and on-the-job training.
▪ Develop a series of performance management criteria for this position that aligns to the training, mentoring and coaching programs. The paper will include performance management criteria based on the job posting. There needs to be an alignment of the criteria to the on-the-job mentoring and off-the-job training.
▪ Develop the performance review process that follows best practices. The paper will include the process, who is involved, the roles of the people involved, the setup and the expected outcome of the performance review process.
▪ Create a possible report from the performance review process. Using the criteria, what kind of outcome can result from the performance review? For each outcome in performance management, provide an explanation and the next steps for either the company, the employee or both.
Requirements of the paper:
1. The paper must be written in essay format. Use APA 7th edition format.
2. Must have an introduction and a conclusion. Ensure that both sections have all the key points covered.
3. No abstract or table of contents is required.
4. The paper will be marked on the rubrics shown below. Ensure your paper follows the grading form. 2 3 4 5 1 6 7
5. The paper does not have a minimum word count (maximum word count is 3,000). The key is whether the paper thoroughly answers the questions above. Precise and concise writing is recommended.
6. A minimum of 6 academic references via the UCW library and 4 non-academic references (minimum total 10). Sites such as Panmore, UKEssay, Scribble, Coursehero, Chegg, and Wikipedia will not be allowed. Use of other student’s paper from any other institution as a reference will not be accepted. Links must be provided for all digitally accessed documents. The links and reference information must access the page being referenced otherwise it will not count as a site used. 7. A well written paper is one where the paper teaches the reader about the topic. Do not assume that the reader understands your topic or will fill in the blanks of information.
HRMT ASSIGNMENT
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Instructor
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Date
Introduction
Staffing is one of the most fundamental processes in any organization. While it might appear to be simple, a lot of things go into the staffing process, with the most important one being training. There is need to train the employees for them to properly align to the mission and vision of the organization. The process of training needs to align with the organizational processes in such a way that it should be quantifiable so as to check whether there is progress or not. Everything about performance needs to have a measure in order to assess its applicability and efficacy in the long term running of the organization. In assessing a position of sales and events promotion representative, there is need to look at Performance Management Criteria for this Position, Performance Review Process that follows Best Practices and Possible Report from the Performance Review Process.
Performance Management Criteria for a Sales and Events Promotion Representative
Such a performance management is usually geared towards ensuring that the individual or team in charge of sales and events promotion is working aggressively towards the achievement of the organizational targets and objectives. The performance management criterion in such a situation entails having to look at parameters such as the training of the representative, assessment of the individual’s progress and finally, development of their skills (Armstrong, 2021). The essence of performance management is to ensure that there is a positive tangible result from the sales activities of the sales representative. Sometimes the efforts that the representative puts in might not be felt by the sales department or the organization at large. This might therefore create a notion that the representative isn’t doing enough, while on the side of the representative, it might be a blow to their performance. The criteria for performance management always targets the inclusivity of all the sales activities into one functional unit.
The first criterion is to measure the process and shun away from only looking at the end results. Most businesses always tend to be result oriented and might therefore be obsessed with the final results. However, sales is a process; a journey and not just a destination. It usually begins with the first contact with potential clients then goes to the business offering and assessment, before a sale is done and the deal closed. In between the first contact and the closing of a sale is a lot of client-centered relationship that hinges on communication and mutual respect (Bernard et.al. 2016). These stages need to be assessed and the success of each identified properly. This criterion will properly align to the on-the-job mentoring and off-the-job training (Kessler, 2021).
Secondly, there is need to set goals. These goals are usually periodical, either weekly, monthly, semiannually or annually. The essence is to ensure that the targets are being achieved, or at least it comes something very close to being achieved. In this manner, there can be the benefit of doubt that there is a positive performance. This criterion will also entail having to assess and reassess the progress of the sales to have realistic targets. Sometimes the sales might be underestimated while in some instances, overestimated. Flexibility ensures that these targets are realistic and don’t end up being discouraging for the person on the ground.
Third is assessing the business retention rate. Sometimes there might be more that the business gets from simply retaining previous clients than even acquiring new ones. Business retention is usually a measure of how well the business was done and how satisfied the client was at the end of it all (Helmold & Samara, 2019). It becomes something more of a classic case of retention versus renewal. This is also an important criterion that can even help understand the strengths and weaknesses of an individual. For example, one might have good closing skills but very poor when it comes to establishing first contact. Others might have lower success rates in the final stages of a deal than in the beginning.
The final criterion when it comes to performance management of a sales and promotion events representative comes in the form of remuneration. The monetary value in it might be a crucial factor in determining the motivational levels of a representative (Pulakos, Hanson, Arad, & Moye, 2015). Motivation is the driving engine behind most sales representatives’ jobs. Remuneration can be used as a criterion in the sense that the representative will have to work hard enough to achieve the levels expected of them, as per the size of pay they are getting or the incentives that come with them. A mix of both monetary and on-monetary reward can be used in this case.
Performance Review Process that follows Best Practices
It is important to review performance to ensure that the productivity is in line with the company or business processes and expectations. To this end, there are certain ways to embrace in order to review performance. The first step is to ensure that one understands the essence of a performance review. According to Lisa (2021), performance reviews have often been perceived badly by most employees due to the tediousness and often biased nature of it. It is therefore important to have knowledge of its importance before anything else. Second is to ensure that communication about it is done properly and that one is in knowledge of w...