Performance Management, Development, and Branding 2
Abstract
This article delves into insights from Valentine et al. (2020), Keller & Alsdorf (2016), Hardy
(1990), and other researchers to explore optimal HR strategies for performance management,
career development, and recruitment. It emphasizes that aligning individual efforts with
organizational goals can enhance efficiency, promote employee retention, and establish the
company as an employer of choice. Companies can drive success by fostering a work
environment and culture that aligns with these principles. Implementing strategic HR practices,
such as data-driven recruitment methods and continuous feedback in management, can further
improve talent acquisition and performance management and contribute to overall organizational
growth.
Key Words: Performance Management, Employee Training, Employee Recruitment
Performance Management, Development, and Branding 3
Employee Performance Management and Appraisal Processes
The Harvard Business Review (2024) highlights that HR's focus has shifted to a strategic
focus on educating leaders on the cost of turnover, addressing employee anxiety, and utilizing
technological advances like artificial intelligence. The new role of HR is to support and promote
the overall welfare and success of employees in the workplace, tying human capital to
organizational goals. "Human Resource Management" by Valentine et al. (2020, p. 341) defines
performance managementAas creating a work environment where employees can perform to the
best of their abilities. It involves setting clear expectations, providing feedback, coaching, and
evaluating performance to achieve organizational goals. Performance appraisal is a subset of the
performance management process. It is the process of assessing employees' job performance
against a set standard and providing feedback to enable them to enhance their performance
(Valentine et al., 2020, p. 341). Lessons from Keller and Alsdorf's "Every Good Endeavor" can
help improve performance management and the performance appraisal processes. From Keller &
Alsdorf's (2016) perspective, viewing work as a means of serving the community emphasizes the
importance of aligning individual efforts with the broader organizational mission and society's
values. Keller & Alsdorf’s lessons encourage employees to view work as a way to contribute to
society. As such, companies can utilize this to foster a sense of purpose and motivation among
their workforce by setting performance standards that relate to the greater good of society and
company performance. Companies that instill a sense of community create a work environment
that fosters shared values and goals, improving employee engagement and productivity.
When organizations cultivate a sense of belonging and purpose among employees, they
influence employee performance and commitment. As Keller and Alsdorf (2016) highlight,
Performance Management, Development, and Branding 4
companies can support performance management by providing opportunities for skill
development to enhance employee productivity. Integrating the lessons from Keller & Alsdorf
can influence a supportive work environment that enhances employee engagement.
Employee Training and Career Development Processes
The concept of vocation, as discussed by Hardy (1990), highlights that individuals may have
multiple talents and capabilities that can lead them to different career paths. This concept relates
to employee training as it highlights how important it is for companies to recognize the diverse
skill sets in their workforce. As such, companies should create training programs that enhance
and expand the employees’ skills and competencies. Valentine et al. (2020, p. 263) emphasize
that the strategic approach to training should align with organizational strategies.
Additionally, Hardy (1990) points out that employees with various skill sets are qualified to
pursue multiple careers. Regarding career planning and talent management, Valentine et al.
(2020, p. 301) believe that organizations should acknowledge that employees have numerous
career aspirations. As such, by integrating Hardy's insights on vocation and talent with the
employee training and career development processes outlined in "Human Resource
Management" by Valentine et al. (2020), companies can take advantage of the diverse
capabilities of their workforce. When companies acknowledge that their employees possess
various talents, they can create training programs encouraging employees to explore internal
career opportunities, such as job shadowing. This approach enhances the employee experience,
increases employee retention, and contributes to continuous improvement in the workforce.
Branded Approach to Employee Recruitment
Valentine et al. (2020, p. 187) discuss two key differentiators of a branded approach to
employee recruitment: Distinct Image and Unique Employment Experience. When organizations
Performance Management, Development, and Branding 5
create a distinct image of themselves, they do so to engage their employees and the external
environment. Valentine et al. (2020, p. 187) state that companies create distinct images to give
potential employees the promise of an exceptional employee experience when they join the
company. This is a great external recruiting aid. For example, young engineers in the past viewed
General Electric as a mature and stuffy workplace. As a result, General Electric recreated its
image as a lively, high-tech, and trendy firm to target young engineers. General Electric’s image
strategy worked, and the company was able to attract a younger workforce who were looking for
unique technology experiences. Valentine et al. (2020) also mention the differentiator known as
Employer of Choice Reputation. Valentine et al. (2020, p. 187) describe this as companies that
market themselves as a place with a positive work culture, competitive benefits, and
opportunities for advancement. For example, Ford successfully reached out to software engineers
by rebranding itself as a high-tech and innovative company. This image aligned with the values
and preferences of their preferred talent pool, and as a result, Ford successfully recruited and
hired diverse new talent.
Strategic HR Recommendations for Improving Employee Recruitment and Performance
Wells Fargo, which has a global workforce of two hundred and thirty thousand
employees, can benefit from adopting data-driven recruitment strategies to improve the
effectiveness of their hiring process. It currently takes the company more than 90 days to go
from posting a job to hiring an employee. As such, Wells Fargo could leverage technology in
recruiting. As Hunkenschroer et al. (2022) state, the advantages of utilizing AI in recruitment are
increased efficiency, enhanced candidate experience, bolstered objectivity and impartiality,
elevated quality of recruits, cost-effectiveness, augmented diversity and inclusivity, scalability,
and informed decision-making based on data. Wells Fargo can also use artificial intelligence to
Performance Management, Development, and Branding 6
assess the performance of previous hires in order to predict how well future employees will
perform. These approaches would help Wells Fargo reduce its current time-to-fill vacancies and
enhance the quality of hires.
Another area where Wells Fargo can improve is implementing a continuous feedback
approach to performance management. Currently, the company only gives employee
performance reviews once a year. As Kis and Tudoran (2023) state, continuous feedback aids
employees in recognizing their strengths and areas needing improvement, remaining attentive to
goals, and promptly adapting as required. It nurtures a culture of transparent communication,
trust, and collaboration within the organization. Further, it offers solutions-oriented feedback,
delivers prompt and private feedback, and maintains a professional and considerate tone (Giamos
et al., 2023). By implementing a continuous improvement feedback cycle, the productivity and
motivation of Wells Fargo’s workforce will increase. Further, employees would always be aware
of management’s requirements for success.
Conclusion
Incorporating insights from various sources offers valuable guidance on strategies
organizations can utilize to enhance their strategic HR strategies. For example, companies that
utilize the strategies discussed can foster increased engagement and productivity and create a
more inclusive work environment by aligning individual efforts with organizational goals.
Additionally, organizations can use the lessons from the authors and researchers to enhance their
recognition of diverse talent and improve their branding. By integrating and leveraging strategic
HR tools such as data-driven recruitment and continuous feedback, companies empower their
employees, increase retention, nurture growth, and drive organizational success.
Performance Management, Development, and Branding 7
References
Giamos, D., Doucet, O., & Léger, P.-M. (2023). Continuous performance feedback:
Investigating the effects of feedback content and feedback sources on performance,
motivation to improve performance, and task engagement. Journal of Organizational
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Hardy, L. (2003a). The fabric of this world: Inquiries into calling, career choice, and the design
of human work. William B. Eerdmans Publishing Company.
Harvard Business Review. (2024, April 10). HR’s new role. Authors: Peter Capelli & Ryan
Neyman. Retrieved from https://hbr.org/2024/05/hrs-new-role
Hunkenschroer, A. L., & Luetge, C. (2022/07//). Ethics of AI-Enabled Recruiting and Selection:
A Review and Research Agenda: JBE. Journal of Business Ethics, 178(4), 977-1007.
https://doi.org/10.1007/s10551-022-05049-6
Keller, T., & Alsdorf, K. (2016). Every good endeavor: Connecting your work to god’s work.
Penguin Books, an imprint of Penguin Random House.
Kis, J., & Tudoran, D. (2023/12//). Integrating Employee Feedback into the Continuous
Improvement of Performance Management. Revista De Management Comparat
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Valentine, S., Meglich, P. A., Mathis, R. L., & Jackson, J. H. (2020). Human Resource
Management. Cengage.
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