NZ Diploma: HRM in Dominos - Performance Appraisal & Training

This report provides a secondary research analysis of Human Resource Management (HRM) within Dominos, focusing on the organization's background and the development of efficient employee programs. Founded in 1960, Dominos is a leader in pizza delivery, and the report explores two significant employee performance issues within the company. It discusses infrequent feedback and a lack of effective metrics in the sales and marketing department. The report also proposes a training program for managerial posts, emphasizing clear communication and attentiveness as key customer service skills, and evaluates the training using Kirkpatrick's model, specifically focusing on reaction and learning levels. The report concludes by highlighting the advantages and potential disadvantages of performance appraisal and training programs within Dominos, ultimately emphasizing the importance of employee development and skill enhancement.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note:

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Executive Summary
The following report deals with secondary research on Dominos which comes up with proper theories
and concepts. An analysis has been done concerning organization background and development of
efficient and effective programs. These two functions of HRM are considered to be an important aspect
which is required for developing positive work culture in Dominos. In the year 1960, Dominos was
founded in Michigan United States. At present, Dominos is considered to be leader in pizza delivery
network. In the coming pages of the report, two major employee performance issues have been
discussed. As per Kirkpatrick’s model, two training evaluation model has been discussed in details.

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Table of Contents
Introduction....................................................................................................................................3
Finding and Analysis.......................................................................................................................4
Performance Appraisal...............................................................................................................4
Development of Training Programme........................................................................................6
Training program along with justification..............................................................................6
Training content and Training Delivery..................................................................................8
Two of the training evaluation as per Kirkpatrick Model.......................................................8
Conclusion......................................................................................................................................9
References....................................................................................................................................10

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Introduction
In the year 1960, Domino’s Pizza was founded by two brothers who are from Michigan, United
States. There are different kind of pizza makers which ranges from local pizzerias to international
franchises like Pizza Hut (Hastings et al., 2018). At Dominos, every employee aims to store member to
head office staff. Along with proper vision and mission, the organization aims to follow certain values for
the organization. Domino’s vision is to become the leading organization of food in various neighborhood
(Donaldson & Vacha-Haase, 2016). Mission of Domino’s is to sell more pizza have more fun. Dominos is
very similar like other organization which tends to follow the structure of hierarchical based.
In the coming pages of the report, an idea has been provided concerning performance appraisal
and training development in Dominos. It is all about bringing positive work culture and team
engagement for effective and efficient performance for entity in Dominos.
Fig 1: Organization Structure of Dominos
(Source: Villar et al., 2017)
Finding and Analysis
Performance Appraisal
In the beginning days, the organization was named as DomiNicks and later on changed to
Dominos. At present, the pizza industry is considered to be highly competitive and mature market.

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Two Major Employee Performance Problem
At present, both leaders and employees at dominos tend to suffer from issues of performance
appraisal (Singh et al., 2015). Two biggest performance issue encountered in sales and marketing
department are
Infrequent Feedback: The primary goal in this method is all about identifying and overcoming
issues of performance (Willems et al., 2016). The whole execution process is very much silly. Quality
control and assessment are considered to be an important factor in the business domain where it tends
to operate. The minimum feedback tends to operate in the given quarter.
Lack of effectiveness metrics: There is a large number of executives in Dominos who accept
their goals and recognize their result. It is all about providing feedback to address the weakness along
with understanding the training needs (Crofts et al., 2016). The main duty of executives at Dominos is to
look for poor performers. In some of the rare cases, the process owner even measures their process
contribution for attaining their goals. The most common method is all about relating the performance
appraisal for the complete percentage.

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Best Employee performance appraisal process and method
In dominos, the best method of performance appraisal which can be applied to the sales and
marketing department is ranking method. This particular step is all about catering the need of
subordinates on the overall performance (Hediger & Hund-Georgiadis, 2017). By developing a process
manager can look for improving the overall objective metrics. It is mainly done so that managers can
easily identify issues related to human resources. It is also very much easy to customize the overall
process. There are mainly six steps of performance appraisal of managerial post in dominos like
 Establishing Performance Standard
 Employee communication
 Measuring Employee Performance
 Making comparison to the employee metrics
 Feedback from employee.
 Action plan development.
There is large number of data collection options are available for collecting data of each team
members (Noe et al., 2017). The overall methods can be easily categorized into four sections like
 Goal Progress
 Generic data
 Competencies
 Third-party feedback.

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Fig 2: Method of Data Collection for Performance Appraisal
(Source: Cascio, 2015)
There are large number of stakeholders who are involved in performance appraisal process and
method like
 Employees.
 Owners
 Manager of the department
 Director of Dominos
 Execution Team.
Development of Training Programme
Training program along with justification
Training Tittle
Training for Managerial post in Sales and Marketing Department at Dominos.
Objective
To increase the overall efficiency of both team members and managers.

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Data/ Time
This is a one-day training program which will be conducted on 12 March 2019 in head office of
Dominos.
Target trainee and trainers
The target trainee is the manager of the head office department of Dominos (Hastings et al.,
2018). A higher managerial authority will be hired from outside who has experience in managerial post.
Resources and Logistics Arrangement
The logistics arrangement needed for Training are
 Selection of Participants.
 Pre-training conference call
 Room setup, equipment, and food
 Participant preparation
Resources needed for providing training to manager are
 Training for teachers who are teaching curriculum summary.
 Workshop Handout Materials.
Training content and Training Delivery
Two customer service skill needed by manager of Dominos is
Clear communication skills: The manager must get to the problem of customers in very quick
way and easy way (Donaldson & Vacha-Haase, 2016). Manager needs to be aware of the fact of how the
communication skills are translated to the customers.
Attentiveness: The manager can listen to their customers more effectively. The main focus is all
about providing great services for various available reasons (Villar et al., 2017). Manager must pay
attention to customer interaction but also become mindful and attentive of feedback to large number of
things.

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Two of the training evaluation as per Kirkpatrick Model
In the year 1959, Kirkpatrick Model was established for large number of users. It is widely used
for proper evaluation of training industry (Singh et al., 2015). This particular model becomes popular as
a result of its ability to breakdown the required subjects into manageable levels.
Reaction: It is the first level of Kirkpatrick Model which comprises of following steps like training
satisfaction, training relevance and training engagement (Willems et al., 2016). By gaining feedback from
the trainees for training both employers and trainers can learn about method of improving the training
course.
Learning: It is the second level of Kirkpatrick Model which aims to measure the amount of
training needed for courses (Crofts et al., 2016). The key areas are knowledge, confidence, commitment
and skills. It is very much important to plan for level 2 because trainers can easily find the learning
objectives which has been satisfied. Apart from this, there should be focus on ways to improve it.
Fig 3: Stages of Kirkpatrick Model
(Source: Hediger & Hund-Georgiadis, 2017)
Conclusion
From the above pages, the fact can be easily taken into account that this report is all about
performance appraisal in Dominos. Performance appraisal in Dominos can bring huge number of
advantages like employee development. It can cause certain number of disadvantages like contrast
error. Proposed training programme and evaluation in Dominos can cause huge number of benefits like
staying ahead of competitors. In some cases, it can result in increase in stress level for employees along

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with wastage of time and money. The point can be easily concluded that employee training in dominos
can improve their skills. Apart from this, it can help them in gaining new skills.

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References
Cascio, W. F. (2015). Managing human resources. McGraw-Hill.
Crofts, J. F., Lenguerrand, E., Bentham, G. L., Tawfik, S., Claireaux, H. A., Odd, D., ... & Draycott, T. J.
(2016). Prevention of brachial plexus injury—12 years of shoulder dystocia training: an
interrupted time series study.‐ BJOG: An International Journal of Obstetrics &
Gynaecology, 123(1), 111-118.
Donaldson, W. V., & Vacha-Haase, T. (2016). Exploring staff clinical knowledge and practice with LGBT
residents in long-term care: A grounded theory of cultural competency and training
needs. Clinical gerontologist, 39(5), 389-409.
Hastings, R. P., Gillespie, D., Flynn, S., McNamara, R., Taylor, Z., Knight, R., ... & Przybylak, P. (2018).
Who's challenging who training for staff empathy towards adults with challenging behaviour:
cluster randomised controlled trial. Journal of intellectual disability research, 62(9), 798-813.
Hediger, K., & Hund-Georgiadis, M. (2017). Animal-assisted therapy in the view of staff members before
and after implementation in a rehabilitation clinic. Human-Animal Interaction Bulletin, 5(2), 61-
73.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining
a competitive advantage. New York, NY: McGraw-Hill Education.
Singh, N. N., Lancioni, G. E., Karazsia, B. T., Myers, R. E., Winton, A. S., Latham, L. L., & Nugent, K. (2015).
Effects of training staff in MBPBS on the use of physical restraints, staff stress and turnover, staff
and peer injuries, and cost effectiveness in developmental disabilities. Mindfulness, 6(4), 926-
937.
Villar, F., Celdrán, M., Fabà, J., & Serrat, R. (2017). Staff members’ perceived training needs regarding
sexuality in residential aged care facilities. Gerontology & geriatrics education, 38(4), 443-452.
Willems, A. P. A. M., Embregts, P. J. C. M., Hendriks, L., & Bosman, A. (2016). Towards a framework in
interaction training for staff working with clients with intellectual disabilities and challenging
behaviour. Journal of Intellectual Disability Research, 60(2), 134-148.

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