Performance management cycle is a continuous and iterative process that involves organizational planning, monitoring and assessment, training and development, and rewarding of the workers (Shields et al., 2015). The cycle is often developed to enable an organization to achieve its goals and missions. In most cases, the organization goals, and values influence the structure and content of the performance management cycle. VA medical facility has pertinent goals related to its continued operations. This plan discusses the systematic changes in the Va medical facility PMC that the management can implement to achieve the organizational objectives.
Goals
The setting of SMART objectives and goals forms the introductory part of the PMC plan. VA medical facility intends to reduce the time taken to deliver and distribute its products and services to the customer. The company also wants to reduce the rate and occurrence of the customer complaints. Besides improving the response time to the customer inquiries, is an objective for the organization. The above goals shape the PMC of the organization. Achieving the goals mentioned above will require the inputs of both the employers and employees. The monitoring of both employers and employees will be essential to ensure the company reaches its goals.
Performance Appraisal and reviews
A performance appraisal refers to the evaluation and documentation of the job performances of the employees. Performance appraisals are essential in the case of VA medical facility, as they will help in evaluating the progress of the employees. They would also provide vital information in understanding the role of the employees towards the realization of the organization goals and objectives. The recommendation to the VA medical facility is to conduct the performance appraisal more often during a year. Through this, they will be in touch with the performances of employees. Besides, the aggregate performance standards from the regular performance appraisals will form the basis for rewards and promotion in the organization.
Individual Development Plans
The personal development plans are a core tenet of the PMC, more so the planning phase. For the organization to realize its goal, I will come up with an individual plan for each of the employees. In VA medical facility case, it is apparent the company wants to work on the employees and customer relationship. Thus, the individual development plans will be for assessing, training and evaluating each employee’s progress towards the realization of the organization goals and objectives. The personal development plans will highlight the strengths and weakness of each employee. Besides, the development plans will contain appropriate coaching regimes that will work towards improving all the employees.
Organization Chart
The organization chart is essential in an organization since it shows the line of command in an organization. Besides the organization charts also helps illustrate the different departments that exist in an organization. For instance, in VA medical facility case it will show the eight departments that make up the organization and their respective heads. An organization chart can also serve as an incentive to perform as it shows the employees the next higher rank. Va medical facility has a centralized structure where a few members of the organization (eight directors) make decisions. A decentralized decision-making system is not appropriate for Va medical facility case because of the interdependency among the eight departments; it would result in wastage of time in decision-making and confusion.
Employee and Supervisor plan
One of the weaknesses of Va medical facility is a team of management that is set to retire soon. The enterprise seems not prepared for their retirement. Thus developing a succession plan for Va medical facility would be crucial, as it will promote continuity of business. Besides the succession plan can employ an insider transition technique whereby top performers within the organization are identified. The identified top performers are then groomed to take over from the retiring management. Again, since the shortcomings of Va medical facility result from failure to satisfy the customers, it is vital to incorporate a supervisor plan model. The supervisors will monitor and direct other employees and ensure they are on track towards the achievement of the organization goals and objectives.
Unit training and development
Most of the Va medical facility goals are addressing the customer complaints. It is thus essential to train the employees on how to make distribution and deliveries more efficient. It is likely that the inefficient distribution network is the source of the customer complaints. Again, the organization will need to train all employees from all departments on customer service. One step towards addressing customer complaints is training your staff on customer service and how to forge meaningful relationships with the customers (Gabriel et al., 2016). The personal development plans earlier mentioned will be used to assess the progress of the employees concerning customer service.
Employee feedback
One of the glaring items on the Va medical facility scenario generator is the high rates of negative employee feedback. The organization has poor scores for friendliness and issue resolutions. It is thus essential to first correct the anomaly. The shortcoming can be fixed by increased interactions between the management and employees. The communications improve the reachability of the administration, which makes other employees feel at home.
Conclusion
From Va medical facility case we observe a PMC is essential to help the company achieve its goals and objectives. Because the PMC is not a one-off thing, but instead a continuous and iterative process, this will enable the management to evaluate the performance of the employees continually. Through this, they can come up with new and more challenging goals.
References
Gabriel, A. S., Cheshin, A., Moran, C. M., " van Kleef, G. A. (2016). Enhancing emotional performance and customer service through human resources practices: A systems perspective. Human Resource Management Review, 26(1), 14-24.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... " Plimmer, G. (2015). Managing Employee Performance " Reward: Concepts, Practices, Strategies. Cambridge University Press
