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Abstract The merger of InterClean with EnvironTech and its subsequent transition into a full service cleaning organization has brought about several changes in how they company does business. Therefore, updated career management strategies and performance management strategies must be developed in order to keep the employees competitive within their fields, and also to help develop the employees to one day become the managers of InterClean. This report focuses on the different career goals that an individual can have, and how InterClean can help them to get there.

It also focuses on the performance standards and goals that should be set for employees and what can be done to meet those goals. As the two strategies have such a profound effect on the employees, by ensuring that their employees are taken care of in the future, InterClean will also be putting themselves in a position so that they are taken care of in the future as well. The Importance of Career and Performance Management Strategies With the merger of InterClean and EnvironTech, employees now have a new set of responsibilities and a new set of career paths laid out in front of them.

Accordingly, they must now have new performance management and career management strategies to help them succeed in this new company. Because InterClean has changed what it does since becoming a full service cleaning organization, new fields and new opportunities in existing fields have opened up. This presents the employees with a host of new opportunities for them in regards to where they want to take their career. Once their career goals have been determined, it becomes time to develop a performance management strategy that will help them accomplish that.

In order to ensure that employees are living up to the new responsibilities that they have, we must set standards for them and help them to develop performance goals that are in line with their career goals. If the employees perform within the standards and meet or exceed their goals, then they can proceed down their chosen career path. Career management strategies are designed to give individuals a sense of what steps they need to accomplish in order to get to where they want to be in their careers.

The strategy that an employee follows is largely going to be developed by the employee rather than by InterClean, as the employee is the one who truly knows what they want to do with their career and what jobs and positions will make them happy along the way. However, it is also the responsibility of the company to provide for the employees a general roadmap of what jobs and positions would be beneficial in helping them to achieve their career goals.

Once this has been accomplished, it is on the employees to follow through or not follow through with the advice given to them by InterClean to achieve their goals (Cascio, 2005). Individuals who manage their own careers start off by examining where they are currently at, and then identify what possible career opportunities lay in front of them. At InterClean, we have moved from being a company that just sold cleaning products to being a company that provides full service cleaning solutions. Accordingly, several new career opportunities have opened up.

Additional positions in sales and marketing have been created due to the company’s expansion and increase in business. Positions dedicated to customizing product solutions have been developed in order to meet the customers’ requests. Finally, employees in the profession of implementing the full service solutions for those employees requesting it are being brought on board. In addition to the expansion/creation of these three position types, each field also requires managers, which provides opportunity for advancement within the company.

Employees are now presented with four career options at InterClean instead of just two. From here, employees can determine if they like the department that they are currently in, if they want to move to a different department within InterClean, or if they want to leave InterClean altogether (InterClean Scenario, n. d. ). Once the employee has determined which career opportunity he or she wants to pursue and how far to go with it, it becomes the responsibility of InterClean to help the employee figure out how to go about achieving that goal.

For individuals working in marketing or sales, they would generally start out as base level employees who would do their job in an effort to attract potential customers to the business/sell the products and services. After that, they would have to show enough creativity, competence, and leadership skills to prove themselves worthy to be in charge of a marketing or sales team; preferably one that has a focus on a particular industry/type of client. Finally, if they prove themselves deserving enough and the opportunity exists, they could move to the positions of VP of Marketing or VP of Sales.

For individuals in the field of customizing solutions for the customers, a path similar to that of marketing or sales would be followed. However, where those in marketing require more skill in creativity to draw in the potential clients, and salesmen need to be more technically proficient in order convince the clients to sign with InterClean, those in solutions must be both creative and technically proficient in order to keep a client happy with the service that they are provided.

Finally, in the department of implementation, the same general concept of hierarchy exists, although in more of a shift supervisory role at the lower levels as opposed to a manager. One proves themselves through technical proficiency at the lower levels, and once they have made it to the middle levels, those who demonstrate leadership skills then advance to the upper levels as managers, and even possibly as a VP if InterClean so chooses to create such a position (Cascio, 2005; InterClean Scenario, n. d. ).

Now that the employees’ career management strategies have been determined, InterClean can begin to develop the performance management strategies that will help them to achieve their career goals. This process consists of three different parts. First, employees must be made aware of the standards required from them in their positions and what the goals are that they can accomplish in order stand out and move up in their field. Next the must receive an honest, accurate, and relevant performance appraisal to let them know how they are performing.

Finally, they must receive feedback from their supervisors, and also from their peers if possible, regarding how their performance is matching up compared to what is required of them to accomplish their goals. If they are lacking, they can then be pointed in the right direction regarding how to get themselves back on track (Cascio, 2005). Setting performance goals for employees is important for several reasons. It allows them to concentrate their attention on a distinct area in their job, thereby maximizing the potential effort that they can put out.

Additionally, it gives InterClean the ability to utilize the employees in such a manner that they are minimizing redundancy in tasking and responsibility. Finally, employees are able to pair up accomplishing a particular performance goal with accomplishing a particular career goal, which can motivate them to work as hard as possible in order to achieve those goals (Cascio, 2005). Once the requisite amount of time has passed, their managers should give a quarterly, semi-annual, or annual performance appraisal to the employees so hat they can see how they are performing. This is crucial to the development of the employees as it allows them to see where their strengths and weaknesses lie within their job skills. It also gives managers formal justification for employment decisions regarding their employees. Additionally, performance appraisals given by other employees can be very helpful, as they observe what the subject is like when the manager is not around, possibly giving a more accurate insight into what the subject’s work ethic is actually like.

Performance appraisals written by the employees on themselves should often be taken with a grain of salt, as the possibility for a self-inflated report is a distinct possibility. However, they may also provide the manager visibility on some accomplishments that he or she may have originally missed, or if the employees have exceptional character, they may even provide the manager with visibility on their flaws or shortcomings that he or she originally missed (Cascio, 2005).

After the employees have received their performance appraisals, they can then compare their actual performance to what is expected of them in order to accomplish their goals. If their performance meets or exceeds their goals, then they should be commended and/or rewarded accordingly. However, if their performance fails to meet the standards that are required of them for their position, it is essential that they receive feedback that will assist them in getting back on track for meeting those goals in future performance appraisals.

Such feedback will help them to develop themselves not only professionally, but also on many occasions, it can help to develop them personally as well (Cascio, 2005). The concepts of career management strategy and performance management strategy are deeply intertwined with each other. By employees determining where they want to try to take their careers, they give themselves they ability to follow whatever career management strategy InterClean sets forth to assist them in getting there.

From that career management strategy, performance goals are put forth to help them meet or exceed those goals. Producing quality performance appraisals and taking any feedback to heart then allow the individuals to modify their performance as necessary in order to meet their goals. In the end, if employees have both a career management strategy and a performance management strategy, and they have the capability and drive to follow them, then they should succeed in their careers, which is good not only for the employees, but for InterClean as a whole.

References Cascio, Wayne F. (2005). Managing Human Resources: Productivity, Quality of Work Life, Profits. New York: McGraw-Hill. Retrieved on July 4, 2009 from https://ecampus. phoenix. edu/content/eBookLibrary2/content/ereader. aspx? assetmetaid=6dd1de0b-dd7d-4182-b336-8cfad1141f8e&assetdataid=7b5b0cee-4c73-42e9-adfc-31202c3b1672 University of Phoenix. (n. d. ). InterClean Scenario. Retrieved on July 4, 2009 from javascript:materialLinks(’40’,%20’hrm531r4_Week_1_InterClean_Scenario. doc’,%20’IC-Materials’,%20’HRM531R4′,%20’ST’,%20’True’)

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