Explain the benefits of using performance evaluations.

make sure you have 10 slides, and speaker notes

Week 6 Assignment – New Supervisor Training on Performance Evaluations

Scenario

Imagine you work as an HR professional for the company you selected in the first assignment in Week 3. The company has been having issues with their current performance evaluation process. Some of the issues include the data collection process, proper documentation, and making appropriate decisions on employee performance. Your manager has asked you to evaluate and update their current performance evaluation process and present it as a training module to a group of new supervisors in your organization. Apply the revised or improved evaluation process to the specific job you created in the Week 3 assignment. Note that your manager has asked you to present the new process in the form of a PowerPoint presentation.

Instructions

Based on what you know about performance evaluations, use the Strayer Library or the Internet to research and select a performance evaluation tool that you believe is best suited for your company. Create a PowerPoint presentation with speaker’s notes to present this new tool to new supervisors. In your presentation:

  1. Explain the benefits of using performance evaluations.
  2. Assess the existing performance evaluation used in the organization.
  3. Create a sample of the performance evaluation tool you selected for your company.
  4. Justify the selection of the performance evaluation tool.
  5. Develop a detailed, step-by-step description of the evaluation process.

The PowerPoint presentation should be a minimum of 10 slides and their corresponding speaker’s notes, in addition to a title slide and references slide. Include graphics as needed to improve, enhance, or clarify the content.

Note: The numbered assignment requirements outlined above correspond to the grading criteria in the assignment scoring guide, so be sure to address each point.

Format

This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.

Case Study: Exploring Alternative Ways For Training

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Chapter 7: Training and Development: Case Study 1 Whirlpool Mixes Up Its Managerial Training: Closed-Looped Methodology Brings Learning Full Circle Book Title: Managing Human Resources Printed By: Krishna Patel (krpatel2@txwes.edu) © 2016 Cengage Learning, Cengage Learning

Chapter Review

Case Study 1 Whirlpool Mixes Up Its Managerial Training: Closed-Looped Methodology Brings Learning Full Circle

Most Americans are familiar with Whirlpool. Whirlpool, which is based in Benton Harbor, Michigan, and has been in business for more than century, is perhaps best known for the washers and dryers it makes. But the company also makes refrigerators, freezers, and cooking appliances that it sells under various other brand names around the world (Amana, Maytage, KitchenAid, and Roper are some of them).

Perhaps it’s not surprising that given the length of time it has been in business, up until 2008, Whirlpool University, the company’s 100-acre learning division located at its corporate headquarters, had relied on a centuries-year-old teaching method: traditional, lecture-based learning in a classroom. Whirlpool didn’t online training. A series of 30-minute modules are now used to help familiarize and onboard new hires. In addition, Whirlpool began taking a “closed-loop” approach to training. For example, instead of just doing popular types of training other companies were doing, Whirlpool began surveying managers to find out what types of training Whirlpool truly needed and what types it didn’t and then designing training programs based on those specific needs.

Because they are central to the training and development of their employees and in the best position to observe and coach rank-and-file employees, Whirlpool began first focusing its training efforts on managers. The company did so by implementing a 12-month-long intermittent training program called Leading People. “In the past, we would bring leaders into a classroom for three days to teach them basic supervisory skills. Then, we sent them back to the job and never talked about it again,” Patrick says.

Instead of just classroom training, the Leading People program consists of blended learning, including pre-work modules managers do online, followed by classroom training, business projects, and seminars with top managers. A manager’s direct reports provide an initial baseline assessment of his or her skills, and then the manager is assessed again following the training.

As part of the training, managers are given tips and guidelines to help encourage employees to in think e-learning was engaging enough to be effective, especially when it came to supervisors and managers, says the university’s director, Tamara Patrick.

The last economic recession changed all that. Sales of appliances fell throughout the economy, and Whirlpool was forced to lay off thousands of workers. Although budgets were being slashed, Whirlpool had a pressing need to develop managers who could lead the company through the downturn. At that point, Whirlpool’s CEO, Jeff Fettig, insisted

 

 

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Whirlpool University find ways to deliver training that would have a measurable impact at a lower cost.

To help meet that goal, the university invested in a learning management system and began conducting turn learn and leverage new acquired skills and assess their impact. The managers are then later surveyed as to how well the training is working and what can be done to improve it. In other words, there is a feedback system in place, hence the “closed- loop” moniker. That way, the design, delivery, and redesign of the training is a continuous circle and constantly being improved over time, says Patrick.

James Crawford, in Whirlpool’s Chicago division, said the training helped him become a better leader. “It helped me pinpoint weak spots in my leadership practices and then gave me a strategy for turning those weaknesses into strengths,” Crawford says.

Questions

1. Why are a needs assessment and ongoing training important for firms like Whirlpool to conduct?

2. Is focusing on training managers and supervisors prior to training rank-and-file employees a good strategy for Whirlpool?

Source: Garry Kranz, “Whirlpool Adopts E-Learning for Leadership,” Workforce (November 14, 2012),

http://www.workforce.com; Tamara Patrick, “Unleashing a Learning Partnership with Managers,” ATD (August

16,2012), http://www.astd.org; Tamara Patrick, “Whirlpool University Re-Invents in the Face of the Recession,”

Management Innovation Exchange (September 16, 2011), http://www.managementexchange.com.

Chapter 7: Training and Development: Case Study 1 Whirlpool Mixes Up Its Managerial Training: Closed-Looped Methodology Brings Learning Full Circle Book Title: Managing Human Resources Printed By: Krishna Patel (krpatel2@txwes.edu) © 2016 Cengage Learning, Cengage Learning

© 2021 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means – graphic, electronic, or mechanical, or in any other manner – without the written permission of the copyright holder.

 

http://www.workforce.com/
http://www.astd.org/
http://www.managementexchange.com/

Explain the diagnosis by matching the symptoms identified in the case to the specific criteria for the diagnosis.

What is it truly like to have a mental illness? By considering clients’ lived experiences, a social worker becomes more empathetic and therefore better equipped to treat them. In this Discussion, you analyze a case study focused on a depressive disorder or bipolar disorder using the steps of differential diagnosis.

To prepare: View the TED Talk “Depression, the Secret We Share” (TED Conferences, LLC, 2013) and compare the description of Andrew Solomon’s symptoms to the criteria for depressive disorders in the DSM-5. Next review the steps in diagnosis detailed in the Morrison (2014) reading, and then read the case provided by your instructor for this week’s Discussion, considering the client against the various DSM-5 criteria for depressive disorders and bipolar disorders.

Post a 300- to 500-word response in which you address the following:

  • Provide the full DSM-5 diagnosis for the client. For any diagnosis that you choose, be sure to concisely explain how the client fits that diagnostic criteria. Remember, a full diagnosis should include the name of the disorder, ICD-10-CM code, specifiers, severity, medical needs, and the Z codes (other conditions that may be a focus of clinical attention). Keep in mind a diagnosis covers the most recent 12 months.
  • Explain the diagnosis by matching the symptoms identified in the case to the specific criteria for the diagnosis.
  • Recommend a specific evidence-based measurement instrument to validate the diagnosis and assess outcomes of treatment.
  • Describe your treatment recommendations, including the type of treatment modality and whether or not you would refer the client to a medical provider for psychotropic medications.

         CASE of CORNELL

INTAKE DATE: May 2020

IDENTIFYING/DEMOGRAPHIC DATA:

This is a voluntary admission for this 32 year old Black male. This is Cornell first psychiatric hospitalization. Cornell has been married for 13 years and has been separated from his wife for the past three months. He has currently been living with his sister. His family residence is in Nashville, TN where his wife, two daughters and son reside. Cornell graduated high school then attended a technical school for computers.  In the past, Cornell worked for seven years at the front desk of a hotel. For the past three years ,Cornell has been employed at a local print shop. Religious affiliation is Baptist.

CHIEF COMPLAINT/PRESENTING PROBLEM:

“I need to learn to deal with my wife wanting a divorce.”

HISTORY OF PRESENT ILLNESS:

This admission was precipitated by Cornell increased depression with passive suicidal ideation in the past three months prior to admission. He identifies a major stressor of his wife and three children leaving him three months prior to admission. Cornell has had a past history of alcohol binges but rarely drinks now. Cornell was starting vacation from work just prior to admission and recognized that if he did not come to the hospital, he did not know what would happen. Cornell reports that in the past three months since separating from his wife, he has experienced sad mood, fearfulness, and passive suicidal ideation. He denies a specific suicidal plan. Wife reports that during these past three months prior to admission, Cornell made a verbal suicide threat.

Cornell reports he has been increasingly withdrawn/non-communicative. His motivation has decreased and he finds himself “sitting around and not interested in doing chores at home”. He reports decreased concentration at work and increased distractibility. Cornell has experienced increased irritability, decreased self esteem, and feelings of guilt/self blame. There is no change in appetite. Cornell states for many years he doesn’t sleep, having a past history of working double shifts when requested. Cornell reports his normal sleep pattern for many years has been generally three hours of unbroken sleep. He then feels tired and ends up sleeping more than his average pattern.  Wife denies any violence towards her.

Cornell denies suicidal ideation at the present time while on the evaluation unit.

PAST PSYCHIATRIC HISTORY:

Cornell was seen on an outpatient basis by Dr. S, for a period of two months prior to admission. He was being seen for individual counseling because of the marital problems and depression. Dr. S recently referred Cornell for inpatient treatment.

When asked if Cornell ever had these feelings before he remembers in high school his senior year was tough.  He would miss a lot a classes because he could not get out of bed.  He stopped hanging around with his friends.  He remembers feeling down but did not know why.  He lost some weight.  Right after the holidays, he started feeling better, picked up his grades, and graduated successfully.

SUBSTANCE USE HISTORY:

Cornell reports a history of some alcohol binges in the past. He began drinking beer in 2009.  Cornell’s pattern of drinking was to get drunk with his social group approximately twice per month. He denies a history of blackouts. He admits to the alcohol binges in the past.  Cornell rarely drinks now.

PAST MEDICAL HISTORY:

Cornell reports having been involved in a motor vehicle accident with loss of consciousness in 2005. He states he has no memory of the accident.  Cornell had a past history of fractured toes with pins being inserted in the third and fourth digits in his right foot after an accident in which he crushed his foot playing sports. Cornell denies a past history of seizures.

Cornell smokes approximately two packs of cigarettes per day. Cornell is allergic to Codeine.

FAMILY MEDICAL AND PSYCHIATRIC HISTORY:

Father and grandfather have a history of cardiovascular disease.

Cornell reports that while growing up his parents maintained a satisfactory relationship. Father reportedly worked nights and slept during the day. Cornell did not have much contact with his father but now enjoys a close relationship with his father. He states he has always had his parents support.

During Cornell’s school years, he reports he was an underachiever in elementary school. He denies having had a history of discipline problems or hyperactivity. He states he did well in high school and earned grades of A’s and B’s. Cornell played football in HS.

Cornell has been married for 13 years and has recently been separated for the past three months. Cornell and his wife have three children including a daughter, age 12, a daughter, age 8, and a son, age 7. Cornell states he feels very invested as a parent and feels close to his children.

Leisure time activities Cornell has enjoyed in the past include playing softball, skiing, reading, playing poker, and watching football.  His wife has complained that he is doing less of that now.  Cornell states he has several close friends.

CURRENT FAMILY ISSUES AND DYNAMICS:

Wife reports that Cornell’s difficulties began to get worse a few months ago when she decided to move out of the house due to Cornell’s increasing erratic behavior. She moved into her parents’ house and Cornell is living with his sister. Wife states that Cornell has been suffering from mood swings.  At one point, after threats from his wife, Cornell told her that he had gone to a clinic for outpatient rehabilitation, but she did not believe him.

Wife describes Cornell as “extremely depressed” now and says Cornell states, “life is over…I wish I was dead…don’t send the kids over to visit because I don’t want them to find my dead body…everything I touch turns to garbage. Wife adds that Cornell suffers from poor self-esteem and lack of sleep. On the positive side he is a good father, compassionate, creative, and could be an outstanding person.

Wife reports Cornell always had a bad relationship with his mother. Cornell is close to his father who is reported to have an alcohol problem and was allegedly loud and intimidating.

Cornell is currently employed by his wife’s father. Cornell states he has financial problems now due to paying for counseling and child support.

MENTAL STATUS EXAM:

Cornell presents as a casually dressed male who appears his stated age of 32. Posture is relaxed. Facial expressions are appropriate to thought content. Motor activity is appropriate. Speech is clear and there are no speech impediments noted. Thoughts are logical and organized. There is no evidence of delusions or hallucinations, which Cornell denies. Cornell admits to a recent history of passive suicidal ideation without a plan, but denies suicidal or homicidal ideation at the present time.  His wife has observed a history of notable mood swings. No manic-like symptoms are observed at the time of this examination.

On formal mental status examination, Cornell is found to be oriented to three spheres. Fund of knowledge is appropriate to educational level. Recent and remote memory appear intact. Cornell was able to calculate serial 7’s. In response to three wishes, Cornell replied “I wish that my marriage would work out and that my kids would be happy and that someone would give me a million dollars.”

Who are the main competitors and how much market share it globally?

Lesson 1

• Select individual two companies, which are longer than 5 years and more than 50 employees include: the two companies have two different sectors (manufacturing, trade, service or public sector)

• Explain what motives you have to correct these companies to investigate. Describe the development of the organization over the past three years.

• Research which products are delivered and who the main customer target groups. What resources are needed?

• Who are the main competitors and how much market share it globally?

• How is the HR department organized and specialties can you distinguish?

• Research and specify concrete objectives which your companies pursuing the source.

 

Lesson 2

• Choose from one of ‘your’ companies have a product or service. Describe global steps how this product or service is created and how it ultimately to the customer or end user gets

• Who or what brings this process? (In other words, what is the trigger?)

• Which areas of the company are involved in this process?

• How does the process transfer and coordination between the various departments place?

• What do you think are the biggest risks in the process (what can go wrong, how likely is this happening and what are the consequences?). What steps can you take to counter these risks or limit?

 

Lesson 3

• Choose a manufacturing or trading company (you have company from lesson 1 or 2). Describe the primary process of the company according to the method of stepwise description (see book p. 34)

• Describe now the same process in the form of a flow chart (see book p.35)

• What are key selection or selection points in the process?

• Specify the flow of goods again according to the method of Figure 2.13 in the book (p. 46)

• What do you see opportunities to improve following the previous orders?

 

Lesson 4

• What services do you fit better with an HRM department: business services and personal services? Please state your arguments

• Describe the main products and services of the HR department of your company.

• Describe a process diagram a business service from the HR department of your company.

• Set a process diagram of a personal service of the HR department and light this schema.

• What do you see as the main differences between the process of business services and the process of personal service?

 

Lesson 5

• Choose a municipal organization (you have company from lesson 1 or 2) and examine how it is organized.

• Indicate the main customer groups of this municipality.

• What do you notice when you compare this organization with the other companies surveyed by you?

• What forms of division of labor (F, P, G, M) be handled?

• Consider how ICT is used for the (improved) services.

• We now make a trip to the national government. For several years, a Shared Service Center (SSC) appointed, the so-called p-direct. Search the web what the function of p-direct and what services and products p-direct shipping. Describe also the role of ICT in the development of this SSC. What are the benefits SSC for the government?

 

 

Lesson 6

• Draw the chart of one of your chosen companies.

• Describe the technical transformation process (transformation).

• What are the primary processes of your chosen organization? Describe two of these processes on the basis of an overall process scheme.

• Find out what the job requirements for the management at your chosen companies. What strikes you, you will see differences / similarities?

• How are processes controlled? Give three examples.

 

Lesson 7

• Describe the main tasks of the different management levels of the 2 companies.

• What are the main coordination mechanisms? What connection can be found in the product-market environment?

• Analyze and specify the main front & main disadvantages of this for every company.

• From the dependence (interdependence) is present in the coordination of departments and employees?

• At what stage of growth (pg.55) are the companies and explain your answer.

• What core competencies of the employees? Herein is invested by the company and in what way?

• Can you find the differences observed between the companies explained?

 

Lesson 8

• Analyze using the theory the org chart of the 2 companies, what are your main conclusions with respect to vertical – and horizontal decentralization?

• Describe the consultative structure of each company. What differences recognize you?

• Which staff and emergency services are there, how many and what functions?

• Is the afd.HRM emergency or a staff service?

• What is the development of the illness in the past two years and who is working on this?

 

Lesson 9

• Portfolio, are a company working on the outlines using a process diagram?

• Is there a HRM process described and analyzed for improvement?

• Is the org structure is analyzed by means of the theory?

• Adjusts the internal organization of the major external developments?

• Is the correct source is used and your conclusions follow logically from the structure of your story?