Creating Powerful Performance Profiles





Creating Powerful Performance Profiles

Part I

The director of talent should implement and complement viable relations programs within the organization and institute practices aimed at retaining top talent. A vibrant culture should be perpetuated while promoting employee engagement of a high level. The candidate should align programs, procedures and interpret company guidelines efficiently to both the management and workforce. The candidate should address any escalating employee relations through ideal conflict resolution processes and recommend proper corrective actions within the company’s structures. The candidate should direct organizational planning processes in which evaluation of job design, structure, and forecasts on talents should be made available. He/she should identify the organizational development based on the career path and planning of successions within the organizational structure. Coordination of activities across lines of divisions is expected as well as informing the senior management on the guidelines, recommendations, and stipulations for development.

On the recruitment, the director of talent should establish well-thought and clear placement practices according to the standard measures (Adler 29). Talent management and coordination should be achieved within the necessary strategies of recruitment. This should be coupled with sourcing of candidates, interviewing, and arranging of candidates and proper execution of procedures of pre-employment. The senior-level candidates should be interviewed and approvals finalized and presented to the management by the director. The director should institute in-house mechanisms of training programs in compliance with the needs of the organization. The director should establish salaries and wages structures as well as the ideal performance appraisal procedures. The monitoring of cost effectiveness and containment is the director’s prerogative within benefits and compensations. Finally, the director should identify legal requirements and report on the government regulations affecting all the human resources of the company.

Part II

As a systems engineer, the coordination, construction, expansion and maintenance of an organization’s system is the core duty. The systems engineer will oversee the maintenance and development of the system’s structure according to the organization’s requirements while ensuring optimum level of performance is achieved. The technical directions, suggestions, and identification of the different departmental needs will be efficiently achieved. Configuration of the organization’s intranet, its design, and implementation of the security requirements will be instituted within the shortest time of analysis. Tailor-made software, which optimizes the requirements and performance of the organizational functions, is required within the formative stage of problem definition within the system. This will be followed by the vital testing, troubleshooting, and clearing of first phase detection criteria of problems on the different workstations. The systems engineer will be liable for data assurance at all levels and communication protocols within the system.

The systems engineer will conduct proposals on testing of different multi-level applications and system functionalities according to the relevant software. Flowcharts, documentation, and machine codes for interpretation will be availed within the first month of deployment after engaging in full cycle analysis of the organization’s system. All instructions that cover computer languages will be directly made available to all members of staff for clarification, training, and use. Communication to the senior levels of management on recommendations to changes and system designs will be presented on a weekly basis. Structures of the organization’s systems should be protected and serviced according to the latest technological advancement capabilities by the systems engineer. This will require regular updating and entailing tailor-made system checkups to both management heads and departmental heads.

Part III

In the derivation of individual performance profile on my career, my objectives will coincide with the progression route chosen. I should be able to enhance my decision-making abilities as concerns the changes related to work environment and standards (Schermerhorn 12). I should align the personal development goals according to objectives and goals of the career path. I should realize the controlling abilities of seizing opportunities on current competencies and career progression appraisals from within the career structures while keenly updating on the latest trends and expectations within my roles. I will enable my senior management to align the different teams with their policies by determining actionable plans of development and career aspirations of the members. I will increase my analyzing skills on improving the strengths on conformity to teamwork rather than individual progression in the organization’s structures and plans.

Through management of my core responsibilities I should be able promote open dialogues in the continuous processes of reviews, appraisals and scrutiny. This will be availed through level flexibility on the relations established within an organization and communication. I should be able to adapt to the changing expectation and conditions according to the career demands in a competitive environment. Schermerhorn (16) supports the fact that career resilience in the future of working environment will be a keen learning process objective in the progression of career paths. This will be achievable by securing my stature through increased information and practice on being employable. Mastery of new skills sets and choice selection within the shortest time possible will be handy according to the changing work climate. In regards to future anticipation of trends and requirements, I will require increased motivation on enhanced training methods, absorption criteria, and avoidance of redundancy.


Works Cited

Adler, Lou. Hire with Your Head: Using Performance-Based Hiring to Build Great Teams. Hoboken, N.J: John Wiley & Sons, 2007. Print.

Schermerhorn, John R. Management. New York: J. Wiley, 2005. Print.

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