Learning Team Reflection
Hollie Mitchell and Constance Quigley
HRM/531-Human Capital Management
February 2, 2015
Yelena Paykina

Learning Team Reflection Working on performance management plans separately, Learning Team A, came together to discuss findings, principles, and strategies related to the plan Atwood and Allen is developing for Landslide Limousines.
Performance Management Framework Alignment Team A is in agreement that aligning the performance management plan with the strategies of the business is extremely important to the success of the organization. According to Freifeld (2013), “Alignment is a condition in which the key elements of an organization its people, strategy, customers, and processes work in concert to serve its primary purpose, thereby increasing value for stakeholders. For business organizations, that means growth and profit" (Para.1). The largest investment company’s typically make is its employees and, as such, the company is financially dependent on the employees to be productive. Landslide Limousines needs to set achievable goals, monitor employee achievements, and link learning to employee performance (Freifeld, 2013). Aligning business strategies with the performance management framework helps to create clear lines of communication with clear and concise explanations of goals.
Performance Philosophy Performance philosophies provide organizations with a way to express their beliefs on how employees should be managed to achieve high levels of performance (Deloitte Development, 2015). While the members of Team A took individual routes to defining and outlining a performance philosophy for Landslide, the team as a whole agrees that a well-developed philosophy will help the organization to build relationships based on loyalty and accountability which will, in turn, help the company grow and succeed.
Job Analysis Process Outlining a job analysis process for Landslide Limousines proved to be a fun and insightful process for Team A. Job analysis is a process used to examine the tasks and skills required for a job so that management has an accurate view of the job and how it should be performed (Cascio, 2013). Team members were able to comprehend the importance of fully understanding the skills required for limousine drivers and realized that so many areas of business are impacted positively by the steps involved in the job analysis process. One team member recommended a combination of job performance, observation, and interview methods for analyzing the jobs specific to the limousine service industry.
Measuring Employee’s Skills Numerous methods exist for measuring employee’s skills, and finding just one method that fits an organization can be difficult. Team A’s ideas for measuring employee’s skills differs. One team member opted to recommend management by objectives, and another team member chose customer surveys and formal performance evaluations. However, team members did agree in their decisions to recommend balanced scorecards which can be customized to the employee and the industry. Balanced scorecards offer an insight into employee performance while also providing employees with an awareness of how their actions affect the company.
Addressing Skills Gaps A variety of skills, beyond driving, are needed for Landslide Limousines to operate successfully. Team A is in agreement that skills gaps typically occur because of a lack of investment in training and “a lack of support for employee learning and development” (American Society for Training & Development, 2012, para. 1). One team member’s plan for addressing skills gaps includes mining the existing workforce for employees