Performance Managemment

Assignment due Friday i.e. 2nd Jan 2015

Part B: PowerPoint Presentation   10-12 Slides

You have been selected to assist the organization (refer the email from Mabel Bank below) with its performance concerns. Create and narrate (using speakers notes) a presentation to organizational stakeholders, addressing the following points:

· Explain the link between organizational goals and strategic planning and the potential impact a performance management system may have on employee performance and attitude.

· Determine the organizational advantages of implementing a performance management system and the potential disadvantages to not implementing a performance management system for BANKS Industries.

· Compare and contrast the company's current critical incident technique with the use of a graphic rating scale.

· Recommend guidelines for providing feedback to employees during the performance management process.

Need a  10 – 12 slides (PowerPoint).

Use a minimum of 4 scholarly sources.

E-mail from Mabel Banks

Good afternoon,

As you know, we recently expanded BANKS Industries and have added a subsidiary. Due to increased sales from this personal computing device line of business, we opened a customer service center in the U.S. The expansion happened rather quickly and we used a lot of the policies and procedures in place from our other branch. However, it seems that this may not have been the most effective solution to the challenge, as we are experiencing some performance management issues in the new customer service center. I would really like your input as we work to resolve inefficiencies in the organization.

Our current approach to performance is mostly a critical incident technique. Our managers make note of poor or excellent performance as they see or hear it. This is then reported to employees on a semi-annual basis. We’ve recently started to use an evaluation form, as our managers wanted a more formal document for this purpose. You’ve seen the form that we’re using and understand that both the call center manager as well as the district manager provide input. The call center manager takes both his/her information as well as that of the district manager and creates a final evaluation. Once that is done, the call center manager meets with the employee and discusses the results. The evaluation is then stored in the employee’s personnel file. On the second evaluation each year, the employee is eligible for a merit increase based on the evaluation outcome. I would assume that because few employees have perfect scores that there is room for training and development; however, even the free training that we make available to employees is not being used.

As you may know, BANKS prides itself on the family environment it has maintained from its inception, and continues to place a great deal of importance on its most important resource – employees. BANKS has created an engaging, supportive work environment through careful job design and organizational planning when it comes to our other lines of business. BANKS has been honored with several awards based on employee feedback, including 2010 Best Place to Work, 2009 Flexible Workplace, and 2009 Innovative Workplace. BANKS listens to its employees and works with a variety of diverse employee teams to ensure that employees’ needs are met. However, the customer service center seems different – disengaged to some degree. We have a good pool of decent employees, but I would like to develop their skills and get them more aligned with believing they are members of the BANKS family, taking ownership of their influence on customers and helping us to continue to grow. As it stands, our customer service is not rated poorly, but it is not recognized for excellence, either. Our growth plan for the next five years depends a great deal on our ability to retain and add customers, and if we don’t refine our skills, we won’t accomplish that goal.

I look forward to your suggestions regarding this issue.

Sincerely,

Mabel Banks

CFO