How Does Ncci's Commitment Help Coaching Support Its New Employee Evaluation Program?

In the world of large organizations, Costco is one of the leaders in sales and strive to be a leader in employee satisfaction. Although there are many functions within the company, human resources functioning appears to provide direct impact of these goals. Costco has made changes to their employee performance management processes such as performance management and training that have resulted in changes to the employee’s career paths. Costco changed their process in performance reviews and training with hopes of cutting costs, however the changes have changed employees expectations of the company.

Furthermore, as businesses continue to evolve so do their primary functions. Like Whole Foods, many companies today are expanding the use of strategic human resource management. In fact, now more than ever, executives are working closely and strategically with their human resources divisions in developing creative ways to implement proper policies, practices, and systems that can successfully influence employees’ attitude and performance” (Noe, Hollenback, Gerhart, & Wright, 2015, p. 5).

Managers are charged with making judgments about their employee’s performance and capabilities. Employees should have a formal evaluation process and should receive regular informal updates from their managers on the job. Performance Evaluations should include basic information regarding the employee, job objectives, job competencies, employee contributions and developmental goals and needs. A performance evaluation should also include an opportunity for management to focus on positive contributions the employee has made, areas that need development, and space for the employee to respond to the appraisal. Setting performance expectations, gathering outcomes from the year and comparing them will help determine whether they are satisfied or whether new initiatives are taken (Andersen, 2016). The

Coaching is a powerful tool based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. Coaching targets high performance and improvement at work and usually focuses on specific skills and goals, although it may also have an impact on an individual’s personal attributes. I have outlined a brief description of 2 coaching models GROW and OSCAR in Appendix 1.

In order to stay on top, companies need to do more than just stay the same and keep them alive, they need to grow. And that means that their employees need to develop and improve their skills at the same pace. More than ever, managers are being encouraged to improve employee performance through effective coaching, but so few of them have the time or the knowledge. It takes to do it successfully. Based on my case study, and presentation from the other classmate, I am getting to know how they develop their most promising employees. Now in this article, I will talk about how to be an effective manager based on the staff that I have learned

One HR issue this article can be applied to is ineffective performance reviews and training for management. Many companies base their performance reviews around what a manager is doing wrong, but creating a more evidence-based survey focused around specific strengths a manger should excel in helps the corporation to be future-based. Like Google, the company can identify eight characteristics of good mangers and create the survey based around those eight pillars. If a manger is deficient in a certain category they can take classes to strengthen that specific characteristics rather than have to sit through a general training highlighting things they are already good at.

It is important to remember that all employees, new and existing, have skills which may not be fully utilised. When recognised and developed, these skills could be of great benefit to the business. A good leader must also be a good coach. Coaching can be used to help develop these untapped resources, and to build on known skills. It will

In this globalized world, adapting to change is vital for accomplishment. Organizations are expected to compete in a ferocious market where strengthening their workforce is a key competitive advantage. On a yearly basis, companies invest time and economical resources into the training and developing of their most valuable asset: their employees. This core human resource function brings positive results on the organizations’ performance and represent an important intervention for the achievement of the organizational objectives (Gold, Rodgers and Smith, 2003; Nadler, 1984;Swanson, 2001, cited in Bunch, 2007, pg.143). The success of the training programs and the extent to which it will impact the organization relies on some internal elements like culture. As Alvesson (2013, pg.1) states, ‘how people think, feel, value and act is guided by ideas, meanings and beliefs of a cultural (socially shared) nature’ and can have a direct impact on the individuals and the organizations’ performance and goals. Noticeably, organizational culture can have an influence on the effectiveness or ineffectiveness of a training and development program. With a clear understanding of this interdependence, human resource professionals can receive an insight into the factors that should be considered prior and after the implementation of any training program.

In Chapter one, Jerry W. Gilley Ann Maycunich explains the evolution of organizations and what type of developmental activities are needed to obtain the desired outcome based on risk associated. In addition, the authors explain that human resources must play a major role as the strategic partner or advocate to maximize learning opportunities. Human Resources must also be a change agent rather than the old traditional program provider that it once was. With that said, the role of the human resources business partner is not just empowering the individual person to be better within the company but rather a more concentration on how the employee develops within the

With today's workforce becoming increasingly diverse and organizations doing more to maximize the benefits of the differences in employees, organizations are relying on managers to get the people who get the job done. People have always been the central to organizations, but there strategic importance is growing in today's knowledge-based business world. An organization's success increasingly depends on the knowledge, skills, and abilities of its employees excluding there gender, age, ethnicity, and the differences in skill and abilities. When employees' talents are valuable, rare, difficult to imitate and organize, an organization can achieve an advantage. Having managers or human resource departments that are superb for

Long term initiatives include the training and development of mangers, so they completely underestand how to complete and deliver a performance evaluation. Supporting this concept, Benson, Bothra, and Sharma, (2004) states that “a performance support system improves employee performance by reducing the complexity of a task, providing information the employee needs to perform” (p. 54). Truly, without overall and comprehensive training of the skills necessary to support this department, the new incumbent will add no value.

"This presents an interesting dilemma: The asset which is most important is the least understood, least prone to measurement, and, hence least susceptible to management." He goes on to commend the co-authors of The HR Scorecard for three specific contributions: their development of causal models which illustrate the relationship of HR value drivers with business outcomes and thereby take the Balanced Scorecard to the next level of sophistication; their research on the drivers of highperformance organizations to provide a framework to decision-makers with which to formulate and implement strategies for human capital growth; and finally, their insights into the competencies required by HR professionals, competencies which can enabler an organization to deliver on the promise of its measurement system. In essence, the co-authors of The HR Scorecard identify and explain linkages - indeed the interdependence -- between and among people, strategy, and performance. Only by understanding these linkages and their independence can decision-makers in any organization (regardless of size or nature) accurately measure the nature, value, and impact of human capital on the bottom line. Moreover, decision-makers can then make much more accurate measurement of each individual in

Coaching is a valued skill for both the organization as well as its employees. In a study conducted by Bersin & Associates

Human resource development well known as HRD, is a rough draft for helping employees mature their individual and organizational skills, knowledge, and abilities. Human Resource Development contains many opportunities for “employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development.” Human resources take the part of a vital role in developing a business’s strategy with managing the employee events of an organization. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal

Today, nothing’s changed. Don Kirkpatrick remains one of the most influential and thought-provoking thinkers and writers in the field of performance management and the development of human talent in organizations. Most human resource management professionals are familiar with Don’s contribution to the field of training and development through his development of what now is commonly referred to as ‘‘Kirkpatrick’s Four Levels of Evaluation.’’ Don observed that the evaluation of a training program’s effectiveness begins with Level One—Reaction. How well did the participants like the program? But too many evaluation efforts don’t go any further than a smile sheet. More important than how people felt about the program, Don told us, was Level Two—Learning. Did the participants learn the skills the program was designed to teach? Did they do better on the posttest than they did on the pretest? Regardvii