As the plant manager, it is important to address production and performance issues throughout the
plant. When there is a good working relationship and the performance evaluations are negative, it
can be challenging to give an effective review. Therefore, when conducting a performance
evaluation, it is important to do so in person and in private to ensure confidentiality. Privacy is also
conducive to open dialogue, which could lead to Bob revealing the root cause to his poor
performance. Being willing to listen, not making the evaluation a personal issue, keeping things
positive, and showing empathy are key to positive outcomes. Finally, this should be a two-way
discussion where Bob is able to communicate any issues that may be contributing to the
discrepancies and to provide meaningful suggestions that could help to improve his performance.
Bob has been a valuable team member for many years, and I am certain that he can make the
changes needed to improve his performance in the future.
The task that will be addressed is the inventory discrepancies. I will ensure that Bob understands
the impact that inventory shrinkage has on both the organization and our employees (Ko Poulos,
2017). To correct the discrepancies, Bob will receive remedial training on our inventory
management software. The management and training teams will collaborate to develop best
practices and checklists for every step of the inventory process. This would include:
Ensuring the inventory is properly labelled, sorted, and stocked upon receipt.
Ensuring that the disposition of returned inventory is properly annotated in the system.
Ensure order fulfilment is accurate.
Ensure safeguards are in place to mitigate theft and damage.
To support Bob as he works toward improved performance, I will work with Bob to set performance
goals. We will have regular check-in to evaluate his progress and to discuss and resolve any
problems that have arisen. As a result of this feedback, the processes and procedures will be
adapted to ensure that our operational goals are met. Finally, I will ensure that Bob has the
training, resources, communications, feedback, and healthy and safe work environment needed to
perform his job successfully and effectively.
Bob is responsible for product shipments. a He is required to make sure the items shipped are not
defective and that the order shipped is complete. a After talking to Bob about the customer
complaints regarding defective items in more than one shipment, I would explain to him the
reasons why his quarterly performance rating was poor. a Bob’s reflection of what happened during
the quarter that could have contributed to his poor performance would be important to listen to. a I
would ask Bob what his thoughts were about setting up quality control protocols to provide a
systematic way to check on orders before they are headed to our customers. a In looking at the ten
change management guiding principles Ko Poulos (2021), I would support Bob with the following.
1. People Factor: Bob and I could brainstorm together to identify which departments would be
involved and the expectations needed to verify defects at each stage. Inspection of raw materials
upon receipt, inspections prior to production, inspections in process, inspections after production,
and inspection prior to shipping. (Bely, 2019).
2. Top-Down Approach: As the most senior level of management on the plant site I would be on
board with promoting the new protocols and make it a team involved project. a
3. Involve Every Layer: Bob and I would ask and invite various department heads and employees
who are affected by the changes and get their input on how it might work in the everyday
operations.
4. Build a Business Case: We would provide a written document to follow up an in-person
announcement explaining why the new quality control protocols need to be put in place.
5. Ownership and Accountability: I would communicate that Bob would be eligible for a bonus
again in the next quarterly performance review if he took ownership of the project.
6. Communicate: a I would keep communicating with all the employees to generate a continuous
team atmosphere for the change in quality controls
7. Cultural Nuances: We would analyse the company to make sure it is ready for the change in
quality controls. a
8. Address Culture: We would release the new plan and have rewards set up for Bob and other
employees for implementing the protocols and championing them.
9. Reassess and adjustments: Bob and I can have a meeting to review if the protocols need any
adjustments.
10. Personal Dialogue: Make sure Bob and I are available so employees can ask questions during
the whole planning, implementing, and review process.
References:
Belyh, A. (2019, September 20). How to Do Quality Control Before Shipping a Product.
Cleverism.com. https://www.cleverism.com/quality-control-shipping-product/
Kopoulos, A. (2021, February 10). How to Lead Change Management: 10 Guiding Principles.
EmployeeConnect.com. https://www.employeeconnect.com/blog/how-to-lead-change-
management-guiding-principles/
Ko Poulos, A. (2017, February 6). How to lead change management: 10 guiding principles.
Employee Connect HRIS.
https://www.employeeconnect.com/blog/how-to-lead-changemanagement-guiding-principles/
