1 CAREER DEVELOPMENT PLAN PART II

Career Development Plan Part II Marilyn A. Hernndez Ayala HRM/531PR Human Capital Management in Puerto Rico University of Phoenix Prof. Denise M. Cobin Quiones, PhD April 4, 2012

2 CAREER DEVELOPMENT PLAN PART II Career Development Plan Part II Changes in market needs have required services expand and appropriate solutions to the consumer. To meet these new needs and to position itself strategically in the market for the cleaning industry, and this is why merging InterClean and Enviro Tech. With a new direction and strategy development, InterClean and Enviro Tech, decided to venture into the Puerto Rican market. The new market represents a new challenge as the company sees the need to reorganize the staff and select a team to be leading this expansion into Puerto Rico. After developing selected the five members of the group, it is necessary to provide tools that empower them to achieve the goal of the company. This is why through training programs, mentoring, and coaching. Developing training programs, mentoring, and coaching According to Cascio (2005) the definition of a planned training is designated for improvement at individual, group, and organizational performance will improve, implying measurable changes in knowledge, skills, attitudes, and social behavior. The training is intended to design how they will achieve the objectives of the program because of to select of the methods and techniques to achieve an environment that fosters a solid learning principle (Cansio, 2005). Prior to coordinate training, it is necessary to assess training needs. For this there are four levels of analysis: a. Analysis of the Organization, to identify where training is needed. b. Demographic analysis-to determine special needs of a particular group. c. Analysis of operations, try to identify the content of the training. d. Individual analysis, determine the quality of the work of the employee (Canscio, 2005).

3 CAREER DEVELOPMENT PLAN PART II Meanwhile, according Mondy (2008) defines training as a tool that provides talent with the knowledge and skills necessary to perform their jobs, but unlike Cascio (2005), this indicates that the training is in unison with the development, which involves learning that surpasses today's jobs but maintains a focus on higher end. This is known as training-development (T & D), which are the focus of an ongoing effort to improve the competitiveness of employee and organizational performance. Management development consists of learning experiences that contribute to improvement. Sometimes the person need to work on projects or assignments in which it is effective to use methods of assistance such as mentors, or coaches (Mondy, 2008). Mentoring and Coaching In the view of Mondy (2008), who defines mentoring as a resource that provides advice and instructs the talent people need to do, creating a relationship that intertwines the personal and professional life of the individual and his development. After that the mentor has more experience and skill that the protected, so it can offer sage advice. While Mondy (2008), considered the responsibility of coaching as a supervisor or manager must provide immediate assistance as a mentor. The mentor can infer from the definitions of Mondy (2008), mentoring, and coaching that go together, since both provided assistance to a talent that will depend in one way or other information or model that is offered to further their development professional and individual. As these two terms in particular, the vision of Cascio (2005) on coaching can be defined as an external resource that is often used to help executives making decisions about the shortcomings of behavior or style; or to help them bring critical transitions. This refers to water as a coach who used his knowledge and provides tools to bring the talent to analyze the situation and the person can make a solution based on the people own judgment.

4 CAREER DEVELOPMENT PLAN PART II Concerning the term mentoring, according to Cascio (2005), the mentor is a teacher, counselor, sponsor, and a confidant. Who must understand the dynamics of power and politics in the organization and also be willing to share this knowledge with one or more new hires. By comparing the definition of coaching Cascio (2005) and Mondy (2008), the mentors see that the purpose of appeal is against them. Mondy (2008) defines the resource as a mentor who takes his hand indicating his protege to be done at every step, while Cascio (2005), defines it as a facilitator of tools that will lead to talent and figure out what to internalize to do. A fundamental principle of coaching is to have a clear understanding of the target to start the process. For often objectives are determined by factors external to ours. That is why the coach helps ours identify the objectives that are consistent with our values and goals (Wilson, 2008). Given this definition of Wilson (2008), shared the vision of Cascio (2005) in which the resource providing coaching is a facilitative tool that helps identify and hence deduce that should be done. Coordination of Trainings The five members of the group are already selected, giving them the tools necessary for their development. With this purpose, the mentor designed a series of training to be developed and enable them to achieve the objective and purpose of the company's expansion and strategic positioning in the market. Below is the training curricula and personnel details are addressed. Training Development: Topic Objective Activities Resources Human Resources Manager (HRM) Assessment Group Review with conditions Date May 22, 2012

Empowerment Learning to Workshop accept responsibility for the decision

5 CAREER DEVELOPMENT PLAN PART II related to measure learning Learning Workshop Teamwork to work as a team to be evaluated by the supervisor in charge Develop skills for effective leadership in the area of business in which they develop the employee. Workshop

Teamwork

Leadership

Human Resources Manager (HRM) and External ResourcesPsychologis Human Resources Manager (HRM) and External ResourcesPsychologis

Allocation of work as a team (Simulation)

May 24, 2012

Simulation

May 30, 2012

Participants: Jim Martin, Vice President of Sales Tom Gonzalez, Sales Manager Eric Borden, Outside Sales Representative Terry Garcia, Outside Sales Representative Ving Hsu, Outside Sales Representative

Training customer satisfaction: Topic Customer Service Objective Recognize customer needs Activities Simulation Workshop Resources Assessment Group Random customer surveys and Call Record Date June 5, 2012

Remedies

Strengthening

Simulation

Jim Martin, Vice President of Sales and Terry Garcia, Outside Sales Representati ve Supervisor Extended

June 12,

6 CAREER DEVELOPMENT PLAN PART II processes and learn math and accounting Marketing Specific goal to be achieved by the brand in wide areas as manufacturing, sales, sales revenue in dollars, Market share and profits. Specific effects of communication to be made with advertising messages. The objectives of advertising measures primarily involve awareness or understanding of the sale of a message to be communicated. The objectives of sales promotions are defined in terms of a specific change will happen in the market place. Expand the distribution of brand name merchandise within the framework of 1 year. Workshop and Continuing Education Workshop and Continuing Education Learning through pre and post-test Jim Martin, Vice President of Sales Extended Learning through pre and post-test 2012

June 13, 2012

Advertising

Workshop and Continuing Education

Jim Martin, Vice President of Sales

Extended Learning through pre and post-test

June 19, 2012

Sales Promotion

Workshop and Continuing Education

Jim Martin, Vice President of Sales

Extended Learning through pre and post-test

June 20, 2012

7 CAREER DEVELOPMENT PLAN PART II Participants: Tom Gonzalez, Sales Manager Eric Borden, Outside Sales Representative

Training Character: Topic Objective Activities Workshop Resources Human Resources Manager (HRM) and External ResourcePsychologist Human Resources Manager (HRM) Assessment Group Interview participants to know the opinion (Retro communication). Test to measure learning, using the cases. Interview participants to obtain the views (Retro communication). Test to measure learning, using the cases. Interview participants to obtain the views (feedback). Test to measure learning, using the cases of simulation. Date June 21, 2012

Anger Learning to Management control mood swings

Conflict Resolution

Internalize assertive ways for decisionmaking

Simulation Workshop

June 28, 2012

Stress management and prevention

Provide effective tools for prevention and management of stress from the workplace and improve their quality of work and personal life.

Workshop

Human Resources Manager (HRM) and External ResourcePsychologist

July 3, 2012

The guidelines for the supervisor to assess personality and interview with subordinates are forms of measurement to assess. Participants:

8 CAREER DEVELOPMENT PLAN PART II Jim Martin, Vice President of Sales Terry Garcia, Outside Sales Representative Ving Hsu, Outside Sales Representative

These trainings will be provided periodically every six months to a year. In addition, other areas were implemented as the need arises. If the participant to be evaluated not meets the standards required to complete successfully the training will be sent to meet the human resources manager to identify the causes. After the communication retro obtained, the manager will determine within what period will re-training. The same should not be performed in less than 10 days nor more than 15 days after the interview. In conclusion, the company understands that the curriculum of trainings designed meets all expectations and qualifications to develop and provide the necessary tools to the selected computer. Because of this, the selected team can implement the new sales strategy, managing to make InterClean and Enviro Tech as industry-leading products and cleaning services in the Puerto Rico market.

9 CAREER DEVELOPMENT PLAN PART II References Cascio, W. F. (2006). Managing Human Resources: Productivity, Quality of Work Life, Profits (7th ed.). New York: McGraw-Hill. Mondy, R.W. (2008). Human Resources Management (10th ed.). Upper Saddle River, NJ: Prentice Hall. University Of Phoenix (2012). InterClean Employee Profiles. [Supplement] Retrieved from University of Phoenix, Materials, HRM/531PR- Website Management Course. University Of Phoenix (2012). InterClean Scenario. [Simulation] Retrieved from University of Phoenix, Materials, HRM/531PR- Website Management Course. Wilson, C. (2008, December). Tools of the trade. Training Journal, 61-62.