Business Performance Improvement Term Paper

Pages: 15 (4314 words)  ·  Bibliography Sources: 15  ·  File: .docx  ·  Level: Doctorate  ·  Topic: Careers

Attendance Intervention

Human Resources

Hummel Insurance Attendance Intervention

Executive Summar

Description of the Performance in your Organization

Description of the Performance Analysis

Desription of the Root Cause Analysis

Description of the Design, Development and Selection

Description of Performance Evaluation and Continuous Quality Improvement

Bilbiography

Apendecies Employee absenteeism is one of the most common workplace problems facing employers in today's workplace. In August, Hummel Insurance Company held a supervisor conference to discuss goals and areas of improvement. It was discussed that the average employee absenteeism rate was an average of five days per six months. One of the members of the HR leadership team informed the group that this rate needed to be reduced to one day per six-month period. Immediately after this conference, it was explored as to what was causing the attendance problem as well as how improvement could be made. Ultimately, it was determined that a lack of communication about the attendance policy to both supervisors and employees made it difficult for employees to adhere to it and supervisors to enforce it.

Description of the Performance Problem in your Organization

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The vast preponderance of every day human resource troubles experienced by supervisors relate to attendance. There is no question that additional discipline is taken for misbehavior involving attendance than all other causes put together (Gilson, 2007). Employee absenteeism is one of the most widespread workplace problems facing employers in today's workplace. Genuine illnesses still account for the mass of employee absences, but some studies have shown that less than a third of absences from the workplace are associated with bad health. The majority of employers offer their workers vacation, sick leave, paid time off, or other kinds of paid and unpaid leave for their employees (Employee Absenteeism and Attendance, 2011).

Term Paper on Business Performance Improvement Assignment

One of the most exasperating parts of administering absence policies for employers is the unbelievable amount of abuse that takes place. A key to decreasing abuse is to have an absence policy that undoubtedly sets forth which absences are permissible, and what behavior will subject the employee to discipline. "Absenteeism problems can range from employees not calling in or not showing up for their shifts, taking sick leave when well, and exhausting their available leave every month, to requesting extra time off and establishing patterns of abuse. For these non-protected absences employers can, and should, discipline their employees" (Employee Absenteeism and Attendance, 2011). A company's policy should be clearly written and distributed to all employees. Additionally, the employer should make sure to train all supervisors and managers to make sure that the policy is being fairly applied. It's a good idea to spot check attendance issues in every department to make sure that company rules are being practically imposed (Employee Absenteeism and Attendance, 2011).

At Hummel Insurance Company they have a tremendous attendance problem within their inbound call center. When people do not come to work on time or at all it leaves the company short of agents to handle the inbound phone calls from their customers. The company prides itself on providing exemplary customer service and works very hard to answer all incoming phone calls within twenty seconds. When the call center agents do not come to work it makes it very difficult for the company to provide the quality service that it wants to within the timeframe that has been set down. In an effort to diagnose and treat this problem within the company, HPT is utilized to fuse the gap between the actual and desired levels of attendance (Wilmoth, Prigmore, & Bray, 2002).

Description of the Performance Analysis

Looking at the cost optimization aspect of Hummel Insurance Company's attendance goals, there is incongruence in how the current attendance process is contributing to organizational objectives. By evaluating the performance assessments and attendance records for the individuals within the work group, HPT is able to see if this has been a recent or historical problem. As research indicates, there has been an attendance issue for a long time. Using the Language of Work Model (see Appendix, Table A), the business unit of the call center, the core processes of coming to work everyday on time, the customer service representatives and the work groups of individual teams were assessed to paint a picture of the "As Is" state (the HPT team would execute similar discussion with key stakeholders to determine the "ideal" state before completing the "To Be" model). Additionally, HPT would be responsible for surveying primary stakeholders. Sample questions (by audience) may include:

Supervisors: What impact is this attendance problem having on the organization?

What resources will you invest in order to improve it? What are your goals for improved attendance?

Human Resources: How do you perceive attendance metrics? How do you perceive morale? How involved are you with attendance procedures? How are individuals evaluated in following attendance procedures?

Employees: How satisfied are you with the attendance process? What, if anything do you see as unfair? How could it be improved?

Once the survey data is evaluated in conjunction with the objectives of the organization, the outputs, inputs, conditions, consequences, process elements, and feedback to the business unit are combined with the core processes, individuals, and work groups to determine overall level of work execution (Pershing, 2006). Based on research within the customer base, business unit, and work group as well as evaluating data within the Language of Work Model, it can be determined that there is occasion for improvement in attendance as there are high amounts of absenteeism on a daily basis. Again, evaluating all of this data, the key stakeholders are surveyed in a similar fashion to understand and determine the "ideal" levels of attendance. Then, using the Language of Work Model, a "To Be" performance analysis is executed. Once completed, the HPT team is able to identify performance gaps. Based on business objectives, the ideal attendance should be no more than one absence in a six-month period. The gap in attendance can be quantified as over by five days per six-month period. Based on the gap analysis, the attendance irregularities are qualified and quantified in the root cause analysis.

Description of the Root Cause Analysis

In assessing the "As Is" compared with the "To Be" performance states, the greatest discrepancies lie within the employees themselves. What is lost in this gap is the motivation to attend work on a daily basis (Pershing, 2006). There is a lack of communication between supervisors and line staff in regards to the attendance policy thus indicating that a work execution gap exists (Pershing, 2006). The cause analysis utilizes the Updated Behavior Engineering PROBE Questions listed below [see Appendix, Table B] (Pershing, 2006). These questions help shed light on performance gaps and hone in on the root cause of the problem. These questions focus on individual and environmental factors within the department and organization.

From an environmental perspective, employees feel that they do not have the appropriate information or incentives to properly adhere to the attendance policy. Furthermore from an individual perspective, the supervisors do not possess the necessary knowledge and training opportunities to build these competencies. The root cause of the attendance problem is the training managers' lack of understanding of the attendance policy and the supervisor's knowledge of how to carry out the policy with a lack of accountability through incentives and motivation. Since the floor supervisors are uncertain of attendance policies and procedures, there is a delay in the recognition of a problem at all. Providing the necessary information and training to the supervisors as well as aligning attendance assessment and reward to employee tasks will expedite the increase in daily attendance.

Description of the Intervention Design, Development, and Selection

Consulting the "Matrix of Interventions," the best intervention option appeared to be training. The four broad areas of lack of skill/knowledge, flawed incentives, flawed environment, and lack of motivation were looked at. There are a number of interventions that can be used when dealing with employee attendance issues. These include:

Meeting with the employee privately, and giving them the opening to discuss their reasons for the attendance difficulty. If the reason is medically based, one may need to be flexible in accommodating the employee and investigate the use of FMLA.

Documenting any conversation with the employee regarding the attendance issue. Making a note of the times and dates of verbal warnings. Reminding the employee of the company attendance policy.

Discussing a sensible solution in resolving the attendance problem. One may give the employee a time frame in which to resolve the attendance issues. Being flexible and fair, giving the employee a chance to get their schedule in order.

Holding the employee to the contract. Explaining to the employee that the company is willing to resolve the attendance issue, but the company could take action if they do not comply with the contract (How to Handle an Employee's Attendance Problems, 2011).

Description of the Program Development Strategy

There are two types of absenteeism, each of which necessitates a different kind of approach. The first is that of… [END OF PREVIEW] . . . READ MORE

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