Career Development Plan Summary
Logitech (LG) has acquired Virtual Tech (VT); a commercial company that specializes in virtual simulation. NGC is planning to expand into the business of providing services of developing simulation training programs for the United States military. The company will merge LG will the Electronics Systems Sector (ESS). This will require the company to establish warehousing functions to support manufacturing. Moving from commercial to a government financed business arena is not easy; warehouse employees at VT are not familiar with military regulations. ESS management is mandating the establishment of an audit compliance team in relations to inventory controls with members who have the skills, knowledge, and experience that will take the company into this market segment. The sector vision is to provide the best solutions for sensing, understanding, anticipating, and controlling, the environment, enabling rapid overwhelming advantage for our customers and their operations (Logitech, 2010).
As a mid-level manager assigned establishing an audit compliance department for the Global Supply Chain (GSC) organization to oversee development and implementation of audit compliance processes, I will gather a team with employees from the ESS employee roster and together we will identify all the necessary positions required to establish a competent audit team. Perform the analysis of each position to determine the team performance evaluation requirements; use the requirements in the team member selection criteria; and provide the details of the candidate selections. With the combination of the workforce from both companies, NGC has an impressive roster of suitable candidates. We will make the team member selection base on the employee performances and interviews. Create and institute a development plan to provide assurance for the success of this new endeavor.
This development plan includes a thorough description of all the jobs needed to complete the audit team, and an analysis for each position to identify the job requirements. This is to ensure that we selected the right candidates to the team and minimize costly job training efforts. Determine the level of experience and relate knowledge that will be needed to complete the work for each position in order to establish and implement the workforce planning (WFP) phase; these are also known job specifications. Describe the team selection method that we will use to select the team members, and provide the details of the candidates and the reason for the selection.
To make intelligent decisions about the people-related needs of a business, two types of information are essential: (1) a description of the work to be done, the skills needed, and the training and experience required for various jobs, and (2) a description of the future direction of a business (Cascio, 2005).
A job analysis is a method for listing all the tasks necessary to perform a specific job proficiently. It should include information about the tasks to be done on the job, as well as the personal characteristics such as education, training, and experience that are necessary to perform the job (Cascio, 2005). Management or human resources personnel can then use the data in the job analysis to create the job descriptions; an brief summary of task requirements for a job. These tasks represent the foundation on which we will use to constructs performance-based training objectives, course content, and evaluation instruments. The job analysis can also indentify prerequisites skills, education, and experiences required prior to employment. The term job analysis describes the process of obtaining information about jobs (Cascio, 2005).
We need to summarize the task requirements for each job and gather the necessary information to make informed decisions. Our job analysis should link the task to ability, skill requirements, experiences, and knowledge requirements that will contribute to a successful job performance. The job description should summarize the job requirements in the order of importance. This is so the first thing an applicant reads on the job description is the most important requirement of the job. The following are the job descriptions for three member of the audit team; one first level manager and two subordinates.
Team Selection Method
Selecting the members of the audit team will be based on the job description, interviews, and employee performance profile. Any method used to select or promote applicants must be based on a keen, meaningful forecast of job performance (Cascio, 2005). In review of the company??™s employee profiles, I have selected a five member team; one audit manager, one metric specialist, one audit lead, and two auditors. Each member selected will bring to the team the necessary skills, knowledge, and experiences needed complete the audit team. These are job requirements that are also known as job specifications.
The audit manager must have the experience and knowledge of government regulations and auditing processes in association with the aerospace industrial. These teammates must have expert knowledge of inventory management governmental regulations that are being governed by agencies such as the Department of Defense (DOD), Defense Contract Management Agency (DCMA), and Defense Contract Audit Agency (DCAA). The analyst candidate will be required to monitor, analyze and report performances to schedule of production and support activities; utilizing information derived from SAP MRP system. Our goal is to provide our customers with audit results and methods of compliance to government regulations. In an effort to win contracts and sustain long-term commitment from the customer, we need the audit representatives who knows all the in and outs of the company??™s strategic plan so that he or she can efficiently perform effective audit processes.
Job Description One
The manager of the audit department must provide resources and pertinent information to department personnel to ensure that the annual ESS audit plan and the weekly metric packages are completed on schedule with high accuracy. Coordinate with department personnel to resolve problems to promote efficient departmental operations. Analyze daily problematic issues and determine the course of resolution. Oversee the development, implementation, maintenance and distribution for all program visibility and audit metrics. Responsible for the management for all financial activities related to the ESS inventory management processes. Supervise the activities within the group to ensure operations are performed within specifications and allocated budget. Support all internal and external audits with company or customer representatives to ensure high rating and compliance to applicable regulations. Basic Qualifications: Bachelor??™s degree in Business Management, plus three years of management experience; five years or equivalent experience dealing with inventory management government regulations. Must have strong computer skills in Microsoft and experience with Systems, Applications, and Products (SAP) is required.
Job Description Two
The lead person will provide direction to department personnel to ensure that the annual ESS cycle count/audit plan is completed on schedule. Analyze inventory discrepancies to determine/validate appropriate corrective action. Coordinate with warehouse personnel to develop and implement process improvements to eliminate recurring inventory errors and reduce aging in-transit items. Coordinate with department personnel, warehouse management and Project Accounting to ensure that the ESS inventory adjustment process is performed in an accurate and timely manner. Develop, implement, maintain, and distribute appropriate audit visibility metrics. Utilize C/PIOS, PIOS+, SAP, TSO, MS Excel, and MS PowerPoint to perform job duties. Basic Qualifications: Bachelors degree in a related field with three years of related experience. Years of experience can be substituted in lieu of no degree. Position requires communication skills, both verbal and written; effective analytical and problem-solving skills; effective organizational skills and the ability to prioritize and plan work.
Job Description Three
The candidate for the Material Analyst position will be responsible for monitoring production control and planning activities and responsibilities. This could include specific section assignment for oversight, coordination and follow through of planned orders through conversion and kitting to ultimate release and follow through in the manufacturing sections. Support department in the creation, visibility and maintenance of department metrics and data collection. Must have the ability to develop complex databases using MS Excel and MS Access and be able to generate necessary reports to produce metrics, charts and graphs in MS PowerPoint and other software packages. Support ESS with SAP system development, implementation; and represent the AS sector at multi-sector Change Boards meetings. Basic Qualifications: Position requires a BA/BS or equivalent in Global Supply Chain, Business or Computer Science; minimum of at least six years of Materials/Procurement/Planning/Production Control or related experience. Fundamental knowledge in Databases and SAP is required.
With the establishment of the audit team to ensure the company is in compliance to inventory management government regulations, the next step is to determine if training is needed and if so what kind of training the team will require in succeeding their objectives. We will evaluate the profile of each individual candidate to determine the competency level in conjunction with his or her position. Then create a micro level training program specifically for each member to ensure that they will be able to complete their job functions efficiently. Training consists of planned programs designed to improve performance at the individual, group, and/or organizational levels (Cascio, 2005).
To accomplish this task, we will compare data from the job descriptions to the profile characteristics of the candidates to establish new training requirements. This will provide the team with the data that we need to develop a training program. Developing a training program has three phases; the assessment phases, the training and development phase, and the evaluation phase. The purpose of the assessment phase is to define what the employee should learn to achieve the desire output in relation to the job descriptions.
Each member of the audit team will be required to attend a mandatory inventory regulations training exercise regardless of knowledge or experience. The goal is to ensure that everyone has a mutual understanding on how the company handles compliance issues. For growth considerations, the team should also evaluate future expectations of each position to determine additional elements to add to the training modules. To improve performance, the team must establish methods of measuring knowledge, skills, and work characteristics. As the training exercises progress, we will monitor improvements and measure the value of the administered training. Provide feedback to modify the training requirements indentified in the assessment phase. The training objectives should be identified in the assessment phase and should include the desire outcome from the training; the level of skills or behavior that trainees should achieve; and measureable criteria.
Delivery and Content
The training and development phase (2nd) is to choose the methods and techniques to deliver the training systematically. Base on the commonality of the training needs, the training sessions may be administered on an individual basis, in a group classroom environment, or via Internet (e-learning). Training on an individual basis is training one-on-one; this is on-the-job training conducted by a supervisor or coworker with experience related to the job description. Group training occurs when a large number of employees require the same type of training. E-learning is also known as Computer Base Training (CBT). The misconception is CBT relates only to software materials. CBT is used to train employees on just about every subject imaginable.
The company has an intranet training webpage; each member will be notified via e-mail of the training that they will be required to complete prior to starting their jobs; developmental training will also be scheduled accordingly. Relevant courses will be selected by the selected team manager, everyone on the audit team will be required complete these training courses and pass a short comprehension quiz. This will make the required training more flexible to the candidates during the transition period. The operational analysis during the assessment phase will identify what an employee must learn to perform competently. For our audit team, the majority of the training content will include current government regulations and managing tools related to GSC. Program content should be supportive to ensure that the training not only delivers the key concepts, but also provides an experiential base that will increase participant involvement and learner retention dramatically (Astrum, 2010).
Performance Appraisal System
The company has an effective performance management system (PMS); a concept that provides instant information and directions for employees to follow. Performance management requires willingness and a commitment to focus on improving performance at the level of the individual or team every day (Cascio, 2005). Key elements within the basic PMS should include the definition of the performance standard; the performance measurement methods; the process of communicating performance expectations; and a procedure to encourage and facilitate developmental training. The PMS should be designed in part with a segment that will help employees focus their attention on items that support performance improvement over time.
Performance appraisal is an exercise that management typically does once a year to identify and discuss job-relevant strengths and weaknesses of individuals or work teams (Cascio, 2005). This task can be viewed as the end result of the efforts within the performance management system. NGC uses a Performance Evaluation Form (PEF) to rate their employee performances every year. The appraisal is a summary of the employee??™s actual performances relative to the expectations defined in his or her job description. At the top of the form is the detail outline of the key position duties and responsibilities. Each year, managers are required collaborate with their subordinates to develop individual goals that is measurable and apply it to the body of the PEF form. Execute an interim session by mid-year with each employee to review goal status and make revisions and recommendations as necessary in order for the employee to achieve their goals.
Team appraisal will compose the scope of the projects, the individual teammates and the details associated with processes; assessing team performance should complement the assessment and recognition of individual performance. Team performance appraisal should be developed in conjunction with individual appraisal. The differences between the individual and team appraisals are: the personal characteristics, behavior development, and personal performance are reviewed; the summation of multiple individual performances; and the length of assessment time. The difficulty in evaluating team performances is because of the diverse composition of the teams, generic performance appraisals fail to address the complexities of the tasks that each team accounts for.
Five Basic Needs
??? Relevance- understands the difference between success and failure.
??? Sensitivity- capable of distinguishing effective from ineffective.
??? Reliability- consistency of judgment (data).
??? Acceptability- active support and cooperation.
??? Practicality- system is easy to understand and use effectively (Cascio, 2005).
The manager must ensure that each member of the team is constantly challenged to maintain motivation. If individual performance is not assessed and recognized, social loafing may occur (Cascio, 2005). Each member should be made aware of their level of contribution to the team efforts. Make sure they know how important their input is to the success of the team. Ensure that Individuals pay is fair relative to that of the other individuals doing the same or similar jobs. Deciding factors of social comparison as it relates to compensation for individual equity includes salary- compensation paid for work; and promotion-determined by equity, position or rank advancement.
NGC has a comprehensive compensation and benefits package. One that will provide a base pay structure that is very comparative to the current market. Industrial average base pay for internal compliance auditor for the aerospace industry without a degree for several nationwide established organizations in the immediate area is $32K to $45K annual base pay. The company will invest in current resources that will provide continuous training and development for the employees.
The two auditors on our team that are new employees will receive a start base pay of $32K; and the one with four years of experience with NGC will receive $38k annual base pay. Pay increases will be based on completed annual individual appraisal. Every employee will receive affordable medical healthcare plan for themselves and their families. The plans include a diverse 401K pension plan with various stock options that will provide the employees with comfortable retirement plan. The bonus program will provide additional incentives to employees that perform beyond expectations.
This unbiased compensation package was developed with the goal of retaining the employees of the auditing team. In conjunction with the affordability of the company, each package was carefully reviewed for individual equity base on current local industry standards. Together with the opportunity to make bonus compensations, employees will be highly motivated to perform at a higher level. Employees will know that there are training resources available for them to develop their skill. The pay system was tied to the strategic mission of the company, and takes directions from that strategic mission (Cascio, 2005).
The main components of an organizational reward are compensation, benefits, career development, work experience, and employee recognition. Total rewards are tools that employers and managers can use to attract, motivate, and retain employees (Cascio, 2005). Compensation also can be nonfinancial rewards, such as a safe, clean, and harassment free work environment, recognition of accomplishments, and adherent individual equity.
According to the U.S. Chamber of Commerce, benefits fall into three categories: security and health, payments for time not worked, and employee services (Cascio, 2005). In addition to the common employment benefits such as healthcare, disability insurance, and worker compensation, employees are also concern with their work environment. Career development requires a comprehensive individual training and incentive program. Managers can increase employee contributions to the organization??™s goals by encouraging career development. They can motivate their employees to achieve higher performances by providing them with proper training recourses. Develop a career development plan that will be periodic evaluated to determine the necessary modifications.
The general objective of the design of compensation programs is to integrate salary and benefits into a package that will encourage the achievement of an organization??™s goals (Cascio, 2005). Our established base salary for the auditors are low enough to allow room for management to create sufficient incentive and motivation goals; but high enough to give them some breathing room in meeting personal financial obligations. The company??™s competitive benefits package will almost make certain that the company can retain the audit team. Annual merits increases will be based on percentages set by the company and the distribution of raises are at the managers??™ discretion.
Development Plan Overview
This report provided information to the ESS executives at NGC on the plan to establish a functional audit team for the GSC organization. A description of a job analysis was performed for each identified position on the team. Describe that the WFP system is used to make sure the most qualified people will be performing the jobs. Explained the selection methods used in the selecting the team member. Supply the reasons for the selection of each member of the sales team.
The PMS will assist the members with career development plans. We must ensure to define performance expectations clearly, include the method of providing adequate resources for successful completion, and implement a performance encouragement program that includes timely rewards that the employees will value. We will use the PEF to perform the performance appraisal and establish individual training needs. Monitor progress and provide constant feedback for further modification of career plan.
Astrum (2010) Training Content Development
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Cascio, Wayne F. (2005) Managing Human Resources
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