Business > CASE STUDY > C235 Task 2 Performance Management FINAL .docx Performance Management Plan Template A1 (All)

C235 Task 2 Performance Management FINAL .docx Performance Management Plan Template A1

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C235 Task 2 Performance Management FINAL .docx Performance Management Plan Template A1. Importance of Employee Expectations Performance elevations can be time consuming and stressful for the employee and supervisor, although with assistance from the Learning and Development department, those anxieties can be elevated with some basic training skills that will show the benefits of the performance elevation, through reduced departmental conflicts, building relationships with subordinates and superiors, increased productivity and success within the organization. The continued success of the department is important to the organization, as it creates opportunities that can lead to promotions and growth. A2. Process of Setting Employee Expectations In order, for a performance elevation to be successful. The supervisor should follow, the 3 steps in the Performance Management cycle, the first step is to Establish clear goals within Johns daily duties that define the expectations. The goals will need to be S.M.A.R.T, attainable and agreed upon by John and his manager. After the goals have been established the supervisor will need to provide productive feedback and coaching that align with the mission and strategy of the organization. Finally, the supervisor will need to conduct a performance review evaluation with the subordinate. B1. Areas of Improvement Foremost John will need to improve his performance in the following areas. John will need to reduce his absenteeism, he will need to work diligently to meet federal and s. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .

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