case study on performance management system with solution

Clear Review has joined Advanced - Discover our full suite of powerful and innovative people management solutions

Performance Management Case Studies: Revolutionaries and Trail Blazers

Five com­pa­nies that have led the way in set­ting new per­for­mance man­age­ment trends

Note: This blog post was updat­ed in July 2019 for accuracy.

Per­for­mance man­age­ment is an ever-evolv­ing field. The more we learn, the bet­ter we can adapt our per­for­mance man­age­ment sys­tems to make our com­pa­nies health­i­er, more moti­va­tion­al places to work. This is why it is so impor­tant to keep up with the lat­est per­for­mance man­age­ment trends . Com­pa­nies who fall behind lose out to their com­peti­tors. They also run the risk of los­ing their best per­form­ers along the way.

Since 2012 , com­pa­nies all over the world have been mov­ing away from old-fash­ioned annu­al appraisals and towards con­tin­u­ous per­for­mance man­age­ment . More than ever before, human resources exec­u­tives and line man­agers alike under­stand the human need for reg­u­lar feed­back, effec­tive coach­ing and human interaction.

A num­ber of rev­o­lu­tion­ary com­pa­nies have led the way in dra­mat­ic changes to how organ­i­sa­tions — both For­tune 500 multi­na­tion­als and SMEs — con­duct their per­for­mance reviews and moti­vate their employ­ees. In their wake, com­pa­nies the world over are adapt­ing their per­for­mance man­age­ment prac­tices and read­just­ing their once-fir­m­­ly held beliefs regard­ing per­for­mance rat­ings and annu­al per­for­mance appraisals. Here at Clear Review, we have helped over 200 organ­i­sa­tions effort­less­ly shift away from tra­di­tion­al annu­al appraisals.

Below, we have col­lat­ed five notable per­for­mance man­age­ment case stud­ies. These organ­i­sa­tions have shak­en up their exist­ing process­es and have reaped sig­nif­i­cant ben­e­fits in terms of pro­duc­tiv­i­ty, employ­ee engage­ment, morale and performance.

1 . Adobe Intro­duced Con­tin­u­ous per­for­mance Man­age­ment in Place of Per­for­mance Appraisals

Adobe was the fore­run­ner of change when they aban­doned annu­al per­for­mance appraisals back in 2012 . They felt that while they were forg­ing ahead and evolv­ing as a com­pa­ny, their per­for­mance man­age­ment sys­tem was archa­ic and inef­fec­tive. It was a waste of time and had, ulti­mate­ly become a box-tick­ing exer­cise. Adobe esti­mat­ed annu­al appraisals con­sumed 80 , 000 man­age­ment hours each year . This was the equiv­a­lent of near­ly forty full-time employ­ees work­ing year-round. Clear­ly, a change was needed.

Adobe replaced annu­al appraisals with reg­u­lar one-on-one check-ins , sup­port­ed by fre­quent feed­back  — both pos­i­tive and con­struc­tive. There are no per­for­mance rat­ings or rank­ings and they allow dif­fer­ent parts of the organ­i­sa­tion to deter­mine how fre­quent­ly they should hold check-in con­ver­sa­tions, based on their work cycles. Now that forced rank­ing has been abol­ished, employ­ees at Adobe are assessed based on how well they meet their goals . Man­agers are also trained on the nuances of giv­ing and receiv­ing feedback.

The result has been a marked increase in employ­ee engage­ment, with vol­un­tary turnover decreas­ing by 30 % since check-ins were intro­duced. This makes Adobe a per­for­mance man­age­ment case study we should all be aware of.

Take a Tour of Our Con­tin­u­ous Per­for­mance Man­age­ment Soft­ware .

2 . Deloitte Saved 2  Mil­lion Work­ing Hours per Year with Week­ly Employ­ee Check-Ins

In 2015 , Deloitte was the first big name to announce it was scrap­ping once-a-year per­for­mance reviews, 360 -degree feed­back and objec­tive cas­cad­ing. This change occurred after the com­pa­ny cal­cu­lat­ed these process­es were con­sum­ing a remark­able two mil­lion hours a year across the organisation.

Deloitte’s new per­for­mance man­age­ment process requires every team leader to check in with each team mem­ber once a week to dis­cuss near-term SMART goals and pri­or­i­ties, com­ment on recent work and pro­vide coach­ing. The check-ins are ini­ti­at­ed by the team mem­bers, rather than the team lead­ers to ensure these check-ins take place fre­quent­ly. This also serves to give employ­ees a sense of own­er­ship over their work, role and time.

These week­ly employ­ee check-ins are sup­port­ed by quar­ter­ly reviews when team lead­ers are asked to respond to four future-focused state­ments about each team mem­ber. Rather than ask­ing team lead­ers what they think of the team mem­ber — which is what tra­di­tion­al per­for­mance rat­ings do — they ask what the team leader would do with the team member.

3 . Gen­er­al Elec­tric ( GE ) Put an End to​Forced Rank­ing per­for­mance Management

Under the reign of its for­mer CEO , Jack Welsh, Gen­er­al Elec­tric was the most well-known pro­po­nent of annu­al per­for­mance rat­ings and forced dis­tri­b­u­tion curves. 

For decades, GE oper­at­ed a ​ “ rank and yank ” sys­tem, where­by employ­ees were appraised and rat­ed once a year. After­wards, the bot­tom 10 % were fired. Not exact­ly a recipe for employ­ee engage­ment! Such an envi­ron­ment is a breed­ing ground for unhealthy com­pe­ti­tion, reduced team­work and employ­ee burnout.

In 2015 , under CEO Jeff Immelt, GE announced it was replac­ing this approach with fre­quent feed­back and reg­u­lar con­ver­sa­tions called​” touch­points ” to review progress against agreed near-term goals. This new approach was sup­port­ed by an online and mobile app, sim­i­lar to our own Clear Review per­for­mance man­age­ment tool , which enables employ­ees to cap­ture progress against their goals, give their peers feed­back and also request feedback.

Man­agers will still have an annu­al sum­ma­ry with employ­ees, look­ing back at the year and set­ting goals. But this con­ver­sa­tion is more about stand­ing back and dis­cussing achieve­ments and learn­ings, and much less fraught than annu­al reviews.

4 . Accen­ture Aban­doned Rat­ings for per­for­mance Development

As of Sep­tem­ber 2015 , Accen­ture, one of the largest com­pa­nies in the world, dis­band­ed its for­mer rank­ing and once-a-year eval­u­a­tion process . Like GE , Accen­ture has decid­ed to put fre­quent feed­back and con­ver­sa­tions at the heart of its new process and focus on per­for­mance devel­op­ment, rather than per­for­mance rating.

As Accenture’s CEO , Pierre Nan­terme, stat­ed at the time ​ “ It’s huge, we’re going to get rid of prob­a­bly 90 per cent of what we did in the past.”

As Ellyn Shook, Chief HR Offi­cer at Accen­ture , stat­ed:​“Rather than tak­ing a ret­ro­spec­tive view, our peo­ple will engage in future-focused con­ver­sa­tions about their aspi­ra­tions, lead­ing to actions to help them grow and progress their careers.”

5 . Cargill Intro­duced Coach­ing Con­ver­sa­tions in Place of Annu­al Appraisals

Like Adobe, Cargill, the US food pro­duc­er and dis­trib­u­tor, start­ed to trans­form its tra­di­tion­al per­for­mance man­age­ment process­es back in 2012 , when it intro­duced ​ “ Every­day Per­for­mance Man­age­ment ”.

Cargill removed per­for­mance rat­ings and annu­al review forms and instead focused on man­agers hav­ing fre­quent, on-the-job con­ver­sa­tions and giv­ing reg­u­lar, con­struc­tive feed­back. They have made this work by:

• Reg­u­lar­ly reward­ing and recog­nis­ing man­agers who demon­strate good day-to-day per­for­mance man­age­ment practices.
• Shar­ing the expe­ri­ences and tips of their suc­cess­ful managers.
• Hold­ing teams account­able for prac­tis­ing day-to-day per­for­mance management.
• Build­ing the skills need­ed to suc­ceed at Every­day Per­for­mance Man­age­ment, includ­ing effec­tive two-way com­mu­ni­ca­tion, giv­ing feed­back, and coaching.

The out­come has been impres­sive, with 70 % of Cargill employ­ees now say­ing they feel val­ued as a result of their ongo­ing per­for­mance dis­cus­sions with their manager.

Per­for­mance Man­age­ment Lessons to Be Learned from These Per­for­mance Man­age­ment Case Studies

When we look at what these five organ­i­sa­tions have imple­ment­ed, we can see some evi­dent trends emerg­ing, which are like­ly to form the basis of per­for­mance man­age­ment for the years to come. These trends are:

• Reg­u­lar one-to-one per­for­mance con­ver­sa­tions, or ​ “ check-ins ”, ini­ti­at­ed by the employee.
• Fre­quent, in-the-moment, pos­i­tive and con­struc­tive feed­back from peers and man­agers Near-term objec­tives rather than annu­al objec­tives. Set­ting and review­ing objec­tives reg­u­lar­ly, rather than once a year.
• For­ward-look­ing per­for­mance reviews, focus­ing more on devel­op­ment and coach­ing and less on assessment.
• Drop­ping per­for­mance rat­ings .
• Per­for­mance process­es sup­port­ed by mobile-friend­­ly, online per­for­mance man­age­ment soft­ware .

Move away from annu­al appraisals to con­tin­u­ous per­for­mance management

Find out how our sim­ple, effec­tive per­for­mance man­age­ment soft­ware can help you move away from annu­al per­for­mance appraisals towards a more agile, intu­itive per­for­mance man­age­ment sys­tem. Book a free demo of Clear Review where our expert team will take you through the platform. 

Relat­ed articles 

5 great examples of agile organisations, why is performance management important.

• philippines

Case studies: FedEx and HSBC's revamped performance management approaches

• main#clickShareSocial">email
• main#clickShareSocial">telegram
• main#clickShareSocial">whatsapp
• main#clickShareSocial">wechat
• main#clickShareSocial">pinterest
• main#clickShareSocial">line
• main#clickShareSocial">snapchat
• main#clickShareSocial">reddit

Eric Tan, Managing Director, FedEx Singapore, and Vishesh Dimri, Lead - HR Consulting, HSBC, both place importance on trust, honesty, transparency, and ownership in their approaches, as we find out in these interviews.

Fedex singapore’s new management system drives trust & transparency.

Eric Tan, Managing Director, FedEx Singapore, shares insights into this performance review approach — from its inception, to what it entails, along with what employers could consider in the intended shift to such a model.

Delivery service provider FedEx Singapore (FedEx) is a keen advocate of a culture of continued engagement and transparency at its workplace, one where open communication and trust thrive amongst its over 1,000 employees.

This is done through a series of engagement initiatives such as its ‘Open Door Policy’ and ‘Survey Feedback Action’ (SFA), says Eric Tan, Managing Director, FedEx Singapore (pictured above, left) . “This allows our employees to understand the big picture and the part they play in the success of the organisation. FedEx lives up to our corporate philosophy of ‘people-service-profit’: By taking care of our people, they will provide outstanding service for our customers, which enables business growth, and we reinvest this revenue back into our people. All programmes and policies, at every organisational level, synchronise with this philosophy,” he affirms.

One way the company has been driving this is through a change in its performance management system — from a conventional performance appraisal system that utilised a comparative 10-point rating scale leveraging the bell curve methodology, to an enhanced performance review structure, which focuses on the work that employees accomplish (goals), and how it is accomplished (competencies).

Tan explains: “As a ‘people’ company, FedEx strives to continuously improve its performance management processes to drive individual, team, and organisational performance. To achieve this, we assume a holistic approach towards performance management and the employee experience. With a continuous improvement mindset, FedEx across Asia Pacific proactively anticipates process and technological enhancements so as to enable us to successfully transition into a new performance management process.

"These are all part of our concerted efforts to sustain a workplace culture where our people stand at the centre of our corporate philosophy."

What this enhanced performance review structure entails

According to Tan, this enhanced structure is designed to provide an in-depth understanding of what success looks like for the employee. It adopts an absolute rating scale to evaluate employee performance, based on the ratings of “Exceeded Expectations”, “Met Expectations”, and “Did Not Meet Expectations”.

Competencies refer to observable behaviours that an employee exhibits in their role when applying their knowledge, skills and abilities. To ensure these competencies are applicable to employees’ job roles, varying competency models for frontline employees, professionals and managers have been built for their individual application. To illustrate:

• Frontline employees are customer-centric and team-focused. Hence, the focus for them is to adapt to changes and communicate well to both internal and external customers.
• For professionals, having a business thinking mindset is imperative, so they need to build on their analytical skills and make timely decisions and recommendations.
• As for managers, it is critical for them to be equipped with the ability to lead, influence, inspire, and serve, as well as to cultivate exceptional team performance while ensuring their team members are valued and empowered in their day-to-day responsibilities.

No doubt, this change involved several key considerations, with the most impactful one being to instil a growth mindset that encourages employees to focus on future performance as opposed to reflecting on past performance.

It also came with its own set of challenges, with the main one being to manage this change as well as facilitate it. To address this, the HR team developed a collective approach to help prepare and support all employees through the transformation, ensuring a seamless process from start to end.

The employees responded “very well”, as a result. Tan notes: "We focused on employee engagement and concentrated our efforts on fostering genuine commitment between the manager and employee as we recognise the value in supporting our employees in their learning journeys as they develop and grow professionally. We believe this will, in turn, result in higher levels of productivity by our team members."

Overall, this new system goes hand-in-hand both with FedEx’s rewards framework, and career development framework. Tan highlights: “Building a performance-based work culture not only serves to boost employee morale, productivity, and performance, but also prepares the company for strategic workforce planning. It is especially pivotal for us as industry leaders to look at a blend of individual and organisational components to instil a growth culture for our people to be successful.

"Every employee is given the chance to pursue their dream in FedEx, and support is always readily available to help maximise their potential, through training and development platforms accessible to all."

Words of advice

Like Tan and his team, more leaders are shifting away from “quantitative” rating scales, to a more “qualitative” approach to appraisals. Yet, there are still leaders who prefer the former approach. And as Tan points out, there is no perfect structure to follow, as every approach comes with its unique pros and cons.

Thus, he says, it is more important to look at the direction the organisation is headed and adapt a model that works best for both the employees and the organisation at each stage. "The goal is to move all stakeholders, including employees, in a concerted manner toward our collective goal that serves people growth and business profitability."

At FedEx, this also means that apart from working closely with key stakeholders including but not limited to HR and senior management teams, the management is well supported in performance, development, and management skillsets through avid training programmes.

This encompasses effecting a mindset change by shifting from system-related work to providing resources and tools, to empower managers to conduct effective and meaningful performance & development conversations, build manager-employee relationships, and consistently engage their team members by leveraging coaching and feedback skillsets.

Reflecting on the company’s experience, Tan shares his words of encouragement for employers intending to improve their own performance management processes. "Performance is an ongoing journey, and we need to recognise the importance of continuously looking at improving the overarching employee experience by encouraging ongoing learning and communication rigorously and regularly. In any scenario – whether personal or professional – one should not stop learning, developing and upskilling to make the most of their talents and grow on the right trajectory, thereby bringing value to their teams and peers.

"Human performance is the function of many influences: accountability, feedback, motivation, skills and knowledge, rewards and recognition. These influences are interdependent and ultimately result in the desired performance."

HSBC drives manager-employee ownership of performance & development

Vishesh Dimri, Lead - HR Consulting, HSBC, shares how a focus on digital enablement, process effectiveness, and people manager capabilities helps drive open and honest conversations during feedback, foster stronger relationships, and more.

Banking and financial services firm HSBC focuses on three key pillars in driving the new way of work — digital enablement, process effectiveness, and people manager capabilities. 

These pillars are what help ensure a holistic approach towards performance management and enablement for both its employees and managers,  Vishesh Dimri, Lead - HR Consulting, HSBC (pictured above, right)  shares.

First, as part of digital enablement, HSBC has in place an HR mobile application that allows an "easy and simple" adoption of everyday performance on a real-time basis, where employees and managers are able to capture achievements and share regular, two-way feedback via the use of technology. More than an app, it is "a demonstration of flexible and remote working, without compromising on outcomes or comfort", Dimri highlights. 

With this app, employees are able to access an HR to-do list, their everyday performance & development plans, online learning resources (Learning On-the-Go), manage personal and employment information, as well as view real-time people manager dashboards, HSBC connections, and the organisation chart. 

Additionally, managers are empowered to handle key approvals on-the-go, as well as manage the personal and job details for direct functional reports.

Next, process effectiveness involves the use of everyday performance principles including goal setting and regular check-ins to facilitate the achievement of career aspirations as well as maintain productivity. 

"It fosters stronger relationships between managers and colleagues. Managers can support their team members in the right ways and, at the right times, towards a meaningful year-end assessment," Dimri explains. 

Finally, the third pillar of people manager capability is enhanced through constant engagement, coaching, and providing content support such as training and briefings, support resources, and guides.

One of the key elements of HSBC's year-end assessment is the 'Fairness Review', which has in place the following governance processes to ensure it remains unbiased: 

• seeking risk stewards’ inputs relating to non-financial performance,
• senior management reporting,
• audit checks, and
• evidence of all Fairness Review meeting discussions.

Dimri and his team also make it a point to support people managers in carrying out these reviews, through scenarios-based, bite-sized videos available via e-learning; briefing sessions; by refining the HSBC values to align with its behaviour rating scale to reflect the focus on Fairness Review, as well as via a continuous feedback tool.

Elaborating on this tool, Dimri shares that the feedback functionality enables employees to give, request and receive feedback. This can be done on a continuous basis — for example, when an employee has completed a key meeting or project milestone — or he/she can request feedback on a specific activity.

"We believe that by receiving feedback from their people manager, team members or colleagues can help each employee to better understand how he/she is progressing against his/her goals and what he/she may need to do differently to be successful in the future."

The process also helps to present evidence of employees' performance & development outcomes for their year-end assessment, wherein f eedback employees receive can flow into their year-end review forms.

"With this tool, feedback can be requested and sent to multiple colleagues at the same time across a wider network. This supports teamwork, collaboration, and agile ways of working," Dimri notes.

Top tips for employers

Having benefitted from this revised performance management process, the leader shares his learnings and words of advice to employers looking to improve their own processes in this area.

First, he shares, managers must focus on everyday performance & development by having simple conversations throughout the year supporting performance, development, and wellbeing.

"A two-way open and honest conversation is the key to successful performance management, developing trusting relationships, and supporting career aspirations."

Next, he notes the importance of recognition in driving successful performance management. "Recognising our people not only for a job well done, but also for effort and even for taking up a challenging or difficult task. In HSBC Singapore, we have 'At Our Best Recognition', an online tool for employees to celebrate colleagues who bring HSBC values to life. The programme helps to promote a better understanding of values in everyday practice and enables a consistent and equal way of recognising people globally."

Last, he also adds that having enabling tools to help support the performance & development conversation is critical. At HSBC Singapore, this involves a continuous performance tool that helps employees to stay connected with their manager and colleagues, anytime, and anywhere, playing an even more critical role with the "majority of the workforce working from home.

This tool lets employees take ownership by:

• Creating and tracking key activities, including regular conversations with managers, at their convenience; and sharing daily key activities with managers and documenting progress.
• Facilitating regular feedback such as conversations that can be initiated by the employee, manager, or colleague to request, give, or receive feedback to recognise positive performance and behaviour or support future improvements.
• Raising a topic for discussion — for example: discuss the strengths & development plan and focus on wellbeing development.
• Capturing achievements — celebrate success and share experiences.

4 key steps to implement a performance management strategy that supports your business objectives

From the Human Capital Implementation Toolkit , we share a snapshot on how employers can work towards a performance management strategy that cultivates the right environment that connects employees with the organisation and motivates them to excel.

Step 1: Set a strategic performance management philosophy

HR plays a strategic role in ensuring that company goals can be met through Human Capital programmes.

• Establish strategic organisational goals with senior leadership, detailing the key thrusts, KPIs and targets needed in the short, medium and long term to support their vision.

Step 2: Cascade and communicate goals

Provide a clear line of sight to create a more engaged and motivated workforce.

• Cascade corporate goals through business units down to individual employees, enabling them to understand how their actions influence the success of the organisation.
• Communicate strategic objectives and how each performance measure supports those objectives.
• Develop training/development plans for employees to achieve the capabilities to reach these goals.

Step 3: Manage performance

Supporting managers as the main link between employee performance and business outcomes.

Differentiate rewards  

• Cultivate a strong pay-for-performance culture.
• Communicate the wage structure so employees understand how it impacts them and how to change their behaviours.
• Design discretionary monetary or non-monetary recognition schemes.

Empower managers

• Empower managers to recognise and reward beyond targets and goals.

Reinforce desired behaviours

• Address the past year’s performance gaps and set new goals for the next year.
• Reinforce desired behaviours by recognising, rewarding and cultivating them. Identify role models within the organisation to be champions of certain desired behaviours.

Step 4: Evaluate and reward performance

Managers’ ability to evaluate and reward performance, and optimise touchpoints for growth and learning will be key to the success of this step.

Track performance

• Track performance against targets and schedule periodic performance reviews.
• Seek timely and multiple sources of performance feedback, e.g., managers, peers, customers, etc. to provide a fair and holistic assessment.

Equip and train managers to

• Drive and evaluate performance.
• Coach poor performers.
• Conduct performance conversations.

Conduct performance conversations regularly at meaningful points

• These allow managers to manage employee expectations, identify performance gaps, address performance concerns, discuss future growth plans, and enable employees to voice their opinions.

While systems and practices are essential, a key differentiator for an effective performance management practice is the alignment between culture, values and systems. This involves establishing an organisational culture that provides steadfast support to employees in their personal learning and development that views every touchpoint as a growth opportunity.

The performance management process should not be solely centred on employees’ past contributions but perform as future-focused stay conversations that support and engage employees in ways to grow, learn and improve.

FedEx Singapore and HSBC are Human Capital Partners in the Human Capital Partnership Programme .

The Human Capital Partnership (HCP) Programme is a tripartite initiative that brings together a community of exemplary employers in Singapore who have progressive employment practices in their organisations and are committed to developing their human capital.

Photos: Provided (L-R Eric Tan, MD, FedEx Singapore, and Vishesh Dimri, Lead - HR Consulting, HSBC)

Follow us on  Telegram  and on  Instagram  @humanresourcesonline for all the latest HR and manpower news from around the region!

Follow us on Telegram and on Instagram @humanresourcesonline for all the latest HR and manpower news from around the region!

Related topics

• Performance
• Employee engagement
• Case studies
• Partner insights
• Talent Management

Free newsletter

Get the daily lowdown on Asia's top Human Resources stories.

We break down the big and messy topics of the day so you're updated on the most important developments in Asia's Human Resources development – for free.

How Deloitte Reinvented Their Performance Management

• Team Leadership & Management

It has been 10 years since Weekdone started providing teams like yours with world leading  team management software .

We’ve been working hard to create something for team leaders everywhere. Weekdone Team Compass provides any great leader with a best practice based team management software and productivity tool-kit. It allows you to set and track goals, to review insightful weekly team reports and to run one-on-ones and pulse surveys. It helps to take your team management skills to the next level. Team Compass is free for small teams, offers a free trial and is just $29/month for larger teams!

Team Compass is your team management software that employees will love and use! Bring productivity, engagement, and organization to your team today.

This article on performance management was originally published on business.com .

Deloitte is the largest professional services network in the world in both revenue and number of professionals. In 2013–14, they earned a record of $34.2 billion USD in revenue. So, when one of the biggest companies in the world takes on reinventing performance management, they do it with a bang.

Marcus Buckingham and Ashley Goodall described the process and findings of the large-scale Deloitte  performance management survey in the Harvard Business Review . We also examine how Deloitte changed their approach to performance management. In addition, we review the practical takeaways from Deloitte’s case study. The goal is to reexamine our own performance management system and how we can change it.

Old vs. new approach to performance management

Deloitte found that their current approach to performance management, annual 360 feedback, was wasting a shocking 2 million hours per year. Even more significant, they realized that their system wasn’t engaging employees at all. Performance levels were also dropping drastically. In an effort to combat this, Deloitte built something much more nimble, real-time, and individualized. They wanted something that was focused on fueling performance in the present rather than assessing it in the past.

First, let’s look at how Deloitte needed to change. You will find some of your own problems there. You should identify any issues. This is the first step to towards a useful solution.

With 360 feedback, goals were set once a year and reviewed once a year. The problem with this approach is that annual goals are too “batched” for real-time situations and a lot of time is wasted on performance ratings. Instead, this time should be spent on talking to people about their performance and careers consistently.

[Tweet “Insight: “Shift your performance evaluation focus from the past to the future””]

Their next realization was that assessing someone’s skills is always subjective.  The process says much more about the evaluator instead of the person being evaluated. This is called an idiosyncratic rater effect.

The discovery left Deloitte puzzled. They knew that in order to get the best feedback, it needs to come from a team leader. But how do you deal with the idiosyncratic rater effect?

[Tweet “Insight: “Ratings reveal more about the rater than they do about the ratee.””]

Before deciding how to deal with biased assessments, let’s take a look at another insight Deloitte discovered. They used the Gallup 1.4 million employee study to see what the similarities are between high and low performing teams .

The most powerful characteristic was that the high-performing team members felt they were doing their best to accomplish meaningful goals. On that basis, Deloitte identified 60 high-performing teams from their own ranks. Using these teams, they conducted a six-item survey to find out what their own high-performing teams had in common.

Insight: The most powerful commonality between Deloitte’s highest performing teams was the belief that “I have the chance to use my strengths every day.”

When the results came back, the most common trend was that their own high performing team members felt that they had the chance to use their strengths every day.

So, what can we learn from these results?

Deloitte set out a clear goal: “We want to spend more time helping people use their strengths.”

So, for a quick recap: Deloitte was able to recognize the strengths in performance. The concern came with evaluating it. They also now knew that the best insight comes from the immediate team leader, but how can they do provide it without the idiosyncratic effect getting in the way? That’s the million (or even a billion) dollar question.

Insight: “The key is that people rate other people skills inconsistently, but they are highly consistent when rating their own”

We also know that everyone rates other peoples’ skills inconsistently. To combat thisDeloitte did not ask team members what they think of each team member. Instead, they asked team leaders to rate their own future actions regarding each team member.

Here are the statements Deloitte asked leaders to select about an employee in order to overcome the idiosyncratic effect:

• Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus – this measures overall performance and unique value.
• Given what I know of this person’s performance, I would always want him or her on my team – this measures ability to work well with others
• This person is at risk for low performance – this identifies problems that might harm the customer or the team on a yes-or-no basis
• This person is ready for promotion today – this measures potential on a yes-or-no basis

[Tweet “Insight: In effect, they are asking what the team leaders would do, not what they think.”]

This evaluation is called “process performance snapshot.” The big difference is that it evaluates performance in real-time. Now they had the system to measure the performance. The question next became – how can we improve it?

Suggestions to reinvent performance management

One factor stood out the most from Deloitte case study – frequency. Deloitte points out that the optimal frequency of these new performance reviews should be weekly . They also suggest that the best way to ensure frequency is to have regular check-ins about near-time work initiated by team members.

Deloitte performance is also getting impact from a consumer technology platform that is designed to be simple, quick and above all, engaging. People tend to be interested in themselves – their own insights, achievements, and impact, so they believe that employing such a method would engage an employee around their own performance in a way they had not done before.

We’ve sorted the reviewing, so what about the reviews? Most team members are rated on a single number, but Deloitte began to wonder if that was the easiest way of viewing personal performance.

Deloitte hasn’t found the answer yet. From our perspective, team members should get a weekly progress report where there are 4 different indicators that correlate into the weekly score. The weekly score takes into account the individual’s happiness, progress, overdue Plans, and Problems. We don’t know if this is what Deloitte might be looking for, but it is definitely a step forward in the right direction.

To conclude, Deloitte realized that traditional, once-a-year, 360-reviews were inefficient. They also do not give a transparent view of the current working situation. It is time to reinvent the performance management process . Ask your team leaders to assess their team members through statements that describe what they do, not what they think.

Employee performance snapshots should be regular and weekly. The technology should be designed to be simple, quick, and above all, engaging to use.

And if you’re looking for a world leading software tool to implement this try Team Compass for free.

• Harvard Business School →
• Faculty & Research →
• June 2018 (Revised January 2020)
• HBS Case Collection

Reinventing Performance Management at Deloitte (A)

• Format: Print
• | Language: English
• | Pages: 14

About The Author

Francesca Gino

Related work.

• Faculty Research

Reinventing Performance Management at Deloitte (B)

• Reinventing Performance Management at Deloitte (B)  By: Francesca Gino, Paul Green, Jr. and Bradley Staats
• Reinventing Performance Management at Deloitte (A)  By: Francesca Gino, Paul Green, Jr. and Bradley Staats

• Employee Success Platform Improve engagement, inspire performance, and build a magnetic culture.
• Engagement Survey
• Lifecycle Surveys
• Pulse Surveys
• Action Planning
• Performance Reviews
• Recognition
• Talent Reviews
• Succession Planning
• Expert-Informed AI
• Seamless Integrations
• Award-Winning Service
• Robust Analytics
• Scale Employee Success with AI
• Drive Employee Retention
• Identify and Develop Top Talent
• Build High Performing Teams
• Increase Strategic Alignment
• Manage Remote Teams
• Improve Employee Engagement
• Customer Success Stories
• Customer Experience
• Customer Advisory Board
• Not Another Employee Engagement Trends Report
• Everyone Owns Employee Success
• Employee Success ROI Calculator
• Employee Retention Quiz
• Ebooks & Templates
• Leadership Team
• Partnerships
• Best Places to Work
• Request a Demo

Baker Tilly Overcomes Biggest Obstacles to Implementing New Performance Management System—Change Management and Adoption

Employee Performance Case Study

100% Performance Completion

10x more project evaluations completed, consistent decrease in turnover, the company.

As a leading advisory CPA firm, Baker Tilly knows that its talent is its biggest lever for business success. Without its people, there would be no Baker Tilly.

Relationships are the foundation of the firm. Its team members are dedicated to creating meaningful experiences with clients to solve their most pressing problems and seize opportunities.

To ensure the success of its clients, the firm understands it must also drive the success of its employees—creating a foundation in which they can develop and grow in a dynamic, innovative, and competitive industry.

The Challenges

Traditional. Antiquated. Cumbersome. Baker Tilly knew its decade-old performance management program was not serving its employees or its rapidly growing firm.

“Our story is similar to a lot of other organizations,” said Michael Lariosa, Baker Tilly’s Senior Manager of HR Operations. “We were dealing with a performance management tool that was ineffective. Our program was further hindered by homegrown technology that slowed down our success. It was prescriptive, unconfigurable, and didn’t meet the needs of our different business units.”

The firm’s engagement survey consistently showed the same theme—that its performance management program didn’t add enough value for employees.

• Performance conversations were only happening one to three times per year.
• Goals were being set at the beginning of the fiscal year, but weren’t being revisited until the end.
• The program in place wasn’t helping Baker Tilly's talent develop or progress in their careers.
• They were just going through the motions of performance conversations.

“Our leadership recognized that they needed to do a better job of putting our people first. How were we supporting our people and their development if we didn’t have the foundational things to support them? We identified performance management as a big area we could impact. So, we went to work to find a solution,” Lariosa said.

Already partnering with Quantum Workplace for years on its employee engagement strategy, the firm felt confident that the software company could also deliver with its performance solution. It wasn’t the actual implementation of the new performance platform that worried Lariosa. It was the change management and training needed to drive successful adoption that seemed overwhelming.

"We weren't just rolling out new tools," Lariosa said. "We were building an entirely new culture built on feedback and coaching."

In order to manage the change effectively, Baker Tilly decided to use a very simple and purposeful approach to its performance management program rollout. “We weren’t going to turn on the fire hose and give everything to our team members. We kept it simple in order to make the program sustainable,” said Lariosa.

Here’s how Lariosa’s team successfully managed the rollout:

“The thing that I love about Quantum Workplace is your library is amazing—the resources and content that you build, curate, and continue to update because it’s technology (so you’re constantly changing)," said Lariosa. "You update the library pretty quickly and exhaustively, so that’s awesome! That made me feel good that I had the resources to help us navigate the training needs we have, but also people think I’m the expert—like I’ve had some sort of special training with Quantum Workplace. But it’s all thanks to your help library.”

Staying focused on the goal to not overwhelm employees, the actual rollout of each tool was just as intentional. Lariosa’s team first introduced the Feedback tool to help build the foundation for a feedback culture. “We wanted employees to request performance feedback, and if they received constructive feedback, we wanted them to be comfortable with it. A lot of organizations struggle with anonymity of feedback, but we wanted folks to trust in the feedback and the process,” said Lariosa.” “We really wanted to motivate our workforce to have continuous, meaningful conversations about performance throughout the year.” Next, the team introduced 1-on-1s to deliver a more formal, annual performance review on top of the continuous feedback. Next, Goals was launched. Employees were asked to create 2-3 active developmental goals that directly tied to the firm’s business strategy. Then, they could create one optional, personal goal focused on health and self-improvement. “The tool allows goals to be fluid,” said Lariosa. “Goals can shift as priorities shift. Our employees create their goals and work with their coach to develop and discuss them. And they can easily track and measure progress.”

Following Feedback, 1-on-1s, and Goals, Baker Tilly also launched Recognition as a platform for public celebration of employee success. The firm hopes to roll out Talent Reviews soon to help leadership proactively make talent d ecisions that help the firm grow and succeed.

"After our first year utilizing Quantum Workplace's performance management solution, we had the best year we've had in decades," Lariosa said. "I'm confident that it was one of the factors that contributed to our stellar success."

The Solution

In order to drive a more modern, feedback-focused performance management program, baker tilly uses quantum workplace to:.

• Create a culture of continuous, purposeful employee-manager conversations to drive development and career growth
• Collect robust people data to help the firm in its decision making and analysis—helping them tackle things like turnover and retention
• Configure their performance management system in a way that works best for the firm, no matter how simple or complex the need
• Keep goals and performance top of mind all year long
• Educate key stakeholders and users on product enhancements and best-practices to drive product usage

We want to be able to compel our coaches and team members to have meaningful conversations, and Quantum Workplace allows us to do that because the technology isn’t in the way. It’s not too complicated, and it’s easy to use. I have been in HR technology for over 20 years. I’ve seen lots of performance management systems, and this is by far my favorite because it’s so configurable and supports many different use cases.

Michael Lariosa Sr. Manager of HR Operations Baker Tilly, LLP

Want to see the same results?

Book a demo for a custom tour of the most reliable employee success solutions.

• All Resources
• Privacy Policy
• Terms of Use
• Terms of Service

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Employee performance management

• Leadership and managing people
• Managing people

Managing an Underperformer Who Thinks They're Doing Great

• December 02, 2020

Research: Why Gender Bias Persists, Even When Organizations Try to Curb It

• Alison Wynn
• Emily K. Carian
• Sofia Kennedy
• JoAnne Wehner
• December 20, 2023

How to Decide Whether to Fire Someone

• Rebecca Knight
• January 28, 2019

Are Peer Reviews the Future of Performance Evaluations?

• Alessandro Di Fiore
• Marcio Souza
• January 12, 2021

When Your Employee Doesn't Take Feedback

• Deborah Grayson Riegel
• November 06, 2015

Whether You’re Qualified Depends on How You’re Quantified

• Michael Schrage
• October 12, 2015

What Makes a 360-Degree Review Successful?

• Jack Zenger
• Joseph Folkman
• December 23, 2020

Cognitive Diversity Helps Teams Solve Problems Faster

• Alison Reynolds
• David Lewis
• September 13, 2017

Will You Help or Heave Your Underperformers?

• Harvard Management Update
• February 28, 2008

Find the Coaching in Criticism

• Sheila Heen
• From the January–February 2014 Issue

Coaching for Change

• Richard Boyatzis
• Melvin L. Smith Jr.
• Ellen Van Oosten
• From the September–October 2019 Issue

Executive Psychopaths

• Gardiner Morse
• From the October 2004 Issue

Creating Sustainable Performance

• Gretchen Spreitzer
• Christine Porath
• From the January–February 2012 Issue

Who's the Most Important Member of an NFL Franchise?

• Boris Groysberg
• Evan M S Hecht
• Abhijit Naik
• April 25, 2019

Job Sculpting: The Art of Retaining Your Best People

• Timothy Butler
• James Waldroop
• From the September–October 1999 Issue

We Just Can’t Handle Diversity

• Lisa Burrell
• From the July–August 2016 Issue

Service Comes First: An Interview with USAA's Robert F. McDermott

• Robert F. McDermott
• Thomas A. Teal
• From the September-October 1991 Issue

Why Managers Shouldn't Have the Final Say in Performance Reviews

• Will Demeré
• Alexander Woods
• Karen L Sedatole
• June 11, 2018

When Do You Show Underperformers the Door?

• Paul Michelman
• June 18, 2007

Performance Management Shouldn't Kill Collaboration

• Heidi K. Gardner
• Ivan Matviak
• From the September–October 2022 Issue

ATH Technologies (C)

• Robert Simons
• Jennifer Packard
• May 18, 2017

Meeting New Challenges at the Aldine Independent School District (A)

• Stacey Childress
• Allen S. Grossman
• Caroline King
• October 14, 2005

Performance Development at GE: Shaping a Fit-For-Purpose Performance Management System (B)

• Anand Narasimhan
• Jennifer Jordan
• Shih-Han Huang
• August 21, 2018

ATH Technologies (D)

Performance development at ge: shaping a fit-for-purpose performance management system (c).

• September 21, 2018

A.J. Washington: Retaining an NFL Star

• Andrew Wasynczuk
• Nicole Bennett
• December 11, 2008

Leslie Brinkman at Versutia Capital

• Julie Battilana
• Robert Steven Kaplan
• June 13, 2007

People Management

• August 05, 2005

360 Feedback

• James G. Clawson
• Gerry Yemen
• December 05, 2005

Orientation for Viewing Humphrey Chen

• Monica Higgins
• Adam Richman
• November 05, 1997

Wendy Peterson

• Linda A. Hill
• Alisa Zalosh
• June 10, 2013

Road to Hell (A)

• Gareth Evans
• May 01, 1980

Rob Parson at Morgan Stanley (C) (Abridged)

• M. Diane Burton
• February 09, 1998

Jensen Shoes: Lyndon Brooks' Story

• Mary Gentile
• Pamela J. Maus
• December 05, 1994

The Wen Group

• John A. Davis
• Matthew G. Pillar
• September 13, 2011

Ottawa Voyageurs

• Thomas J. DeLong
• David L. Ager
• Scott Baldwin
• Chris Strong
• Andrew Feng
• July 23, 2003

Wolfgang Keller at Konigsbrau-TAK (A)

• John J. Gabarro
• December 15, 1997

Infinity Life Insurance Company: Creating an Organization (A)

• Meenakshi Aggarwal-Gupta
• Amitabha Sengupta
• November 17, 2016

Harvard Business Review 20-Minute Manager Ultimate Boxed Set (16 Books)

• Harvard Business Review
• March 12, 2019

Measuring the Financial Performance of Nonprofit Organizations: Text and Cases

• Regina E. Herzlinger
• May 19, 1997

Popular Topics

Partner center.

• Utility Menu

5b833306552607c7751d83281934fae0

Data-smart city solutions, case study: performance management and lean process improvement - results washington, an operational excellence in government success story.

• May 31, 2017
• Operational Excellence in Government

This resource is part of the Ash Center's Operational Excellence in Government Project.

Executive Summary

This case study is one of three highlighting successes identified as part of the Operational Excellence in Government Project. The purpose of the case studies is to elevate and document the successes, and in doing so to provide a greater amount of detail than is typically available about such efforts. The case studies explain the implementation steps, the key challenges, and the driving factors for success. With this work, we hope to reduce the cost of identifying opportunities for efficiency and cost savings across all layers of government, and to accelerate the transfer and deployment of successful cases.

This case study describes how the state of Washington implemented two key operational efficiency strategies for government — performance management and employee-driven process improvement. The effort, called Results Washington, sets priorities and then focuses on delivery to achieve results that make a difference in the lives of Washingtonians. Results Washington was launched in 2013 by Governor Jay Inslee. He established five top-priority statewide goals and challenged state government leaders to track their progress against these goals and to apply Lean thinking and tools to improve their processes. Highlights of the success of the initiative include:

Performance management. Every activity of state government aligns with one of five priority goals: World-Class Education; Prosperous Economy; Sustainable Energy and a Clean Environment; Healthy and Safe Communities; and Effective, Efficient, and Accountable Government. Indicators of progress toward these goals are tracked on a public dashboard ( www.results.wa.gov ), and the underlying data is publicly available too. Success to date includes:

• 50 percent of the nearly 200 Results Washington goals are on track to meet or beat targets  
• Many of the indicators tracked are complex challenges that require collaboration across departmental lines, such as homelessness, pollution, offender recidivism, and teen pregnancy. State employees work with private and nonprofit partners as well as customers to devise strategies to deliver results.    
• Monthly progress meetings are public and are also live-streamed. All data, agendas, and meeting results are published to the Results Washington website.

Process improvement. Lean process improvement empowers employees to remove bottlenecks and unneeded processing steps. This puts problem solving where it is most powerful, in the hands of those who best understand processes- from the frontlines of service delivery to backend administration. This approach has proven successful- a study showed that $4.5 in value to taxpayers is returned for every $1 invested in the Lean process improvement program. A total of $33 million in savings and avoided costs have been achieved, as well as countless hours saved via streamlined processes, resulting in improved customer satisfaction.

Selected individual project results include:

• One million hours [1] of time saved waiting in Department of Licensing lobbies using process improvements and partnering with private driver-training schools  
• 15-percent [2] decrease in speed-related deaths  
• 20-percent [3]  faster processing of DNA tests at the Crime Lab, reducing the backlog by 10 percent and cutting staff overtime 56 percent   
• $6.2 million in recovered overpayments from Department of Labor and Industries, a 28-percent increase in one year  
• $2.3 million in savings a year on long-distance phone calls

One key to the success of Results Washington is that it is both top-down and bottom-up. Top-level executive sponsorship has been consistent and high profile — the governor not only presides over monthly meetings, he walks around in state agencies asking employees for input and holds department heads accountable for delivering results that span the silos of government. Employees are empowered — a third of the workforce has been trained in how to improve processes, and 11 percent of all state employees have participated in a Lean process improvement project — it is becoming part of the organizational culture.

The state employees who have accomplished this did not do it alone — the public and the private sectors both contributed. The public contributes ideas via an interactive survey on the state website and through public results meetings. Private-sector Lean process improvement experts from 130 companies have contributed thousands of hours of expertise teaching, coaching, and mentoring state staff working on process improvement projects. 

Other state and local governments do not need to reinvent the wheel but can instead borrow from what Washington has done on both performance measurement and process improvement. As Rich Roesler, former acting director of Results Washington says, “We steal ideas from other states and welcome people to steal our ideas.”

The pages that follow describe how Results Washington was implemented and how it operates, and provide resources to help other jurisdictions achieve more efficient operations.

Download Full Case Study (PDF)

Learn more about performance and accountability.

• Operational Excellence

Also from the Operational Excellence Project

... read more about case study: performance management and lean process improvement - results washington, an operational excellence in government success story, case study: atlanta's blue ribbon commission on waste & efficiency in government report, an operational excellence in government success story.

... Read more about Case Study: Atlanta's Blue Ribbon Commission on Waste & Efficiency in Government Report, An Operational Excellence in Government Success Story

Case Study: New York City Office Space Optimization, An Operational Excellence in Government Success Story

... Read more about Case Study: New York City Office Space Optimization, An Operational Excellence in Government Success Story

This site uses cookies to improve your experience. By viewing our content, you are accepting the use of cookies. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country we will assume you are from the United States. View our privacy policy and terms of use.

• Employee Benefits
• Change Management
• Talent Acquisition
• Applicant Tracking Systems

Case Study: Designing HIPO Programs That Work

Chief Learning Officer - Talent Management

AUGUST 10, 2021

Each session has a short case study that directly relates to the topic. For example, many of our alums have reported more proactive strategic planning, improved performance management through coaching and one-on-one conversations and more intentionality about managing their personal brand.

Performance Management Case Study: Fossil Group

Quantum Workplace

FEBRUARY 4, 2021

At a time when the retail industry was undergoing rapid change and increased competition, Fossil Group knew it needed to find more efficient and effective ways to keep its managers focused on performance management and results.

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

• The Rules Do Apply: Navigating HR Compliance
• Creating a Company Culture of Care: Integrating Mental Health, Wellbeing, and DEI in Benefits

MORE WEBINARS

Trending Sources

• HR Bartender
• Engage2Excel
• UrbanBound HR
• EmployeeConnect

How To Apply Design Thinking in HR (+ 3 Case Studies)

Analytics in HR

AUGUST 16, 2023

Performance management and appraisals Give clear performance goals and expectations so employees aren’t confused about their roles. Craft personalized improvement plans to support and develop low performers . The post How To Apply Design Thinking in HR (+ 3 Case Studies ) appeared first on AIHR.

13+ HR Case Studies: Recruiting, Learning, Analytics, and More

SEPTEMBER 3, 2019

As someone who has worked in the HR profession, I know well the full value of stories, examples, and case studies . While much of the work we do at Lighthouse Research & Advisory focuses on quantitative research studies , we do a fair amount of qualitative research as well. Using Hackathons for Branding and Retention.

Killing the Annual Performance Review, and What To Do After the Funeral

Speaker: Jo Weech, CEO & Primary Consultant, Exemplary Consultants

In the 1950s, the US Government instituted the Performance Rating Act, whereby government employees could be rewarded for their work with bonuses and accolades. In this session, you will learn: Over 35% of the current workforce is millennial, and will be 50% by next year: what do they want, what do they really, really want?

Disruptive Performance Management Models--Reality or Rumor?

Compensation Cafe

JANUARY 27, 2016

Was 2015 the year of disruptive performance management models? The rumors of performance management's death are premature. Instead of debunking the potential for improvement in performance management , I want to share a case study of impressive innovation underway at Juniper Networks.

The Evolution of HR with AI Technologies

FEBRUARY 19, 2024

Performance management also saw a transformation with AI. Instead of manual tracking, AI systems could analyze employee performance data, providing insights that were not easily noticeable before. Case studies from various companies show the success of integrating AI into HR strategies.

Work Models & Performance Management Tips for 2022

DECEMBER 9, 2021

How does performance management vary between them? Flexible organizations are three times more likely to experience higher performance . Case study : . Use performance management software to track employees’ progress. Case study : . Case study : . Case study : .

How to Implement Modern Performance Management

JANUARY 24, 2018

But you’ve reviewed industry best practices and case studies from fellow HR practitioners, and you know these nightmare scenarios are merely justification for your master plan: to relaunch newer, better performance management . Here are the core areas to consider when choosing a performance management tool: Goals.

5 Research-Backed Performance Management Practices of Great Companies [Webinar]

APRIL 30, 2018

Instead of just hating on performance management processes, why don’t we do something about them? New insights our team has uncovered at Lighthouse Research reveal a clear distinction between the performance management and engagement practices used at high- performing firms versus their lower- performing peers.

Case Study: Growing Your Sales Organization Beyond The Deal

MARCH 16, 2017

Sales managers need to understand where things get stuck in the sales process, so that they can provide their teams with the skills and training necessary to close deals. In the following case study , you will learn how a high-growth company uses a software solution to respond to these challenges. Growing Beyond the Deal.

Case Study – Goulburn Valley Water

NOVEMBER 26, 2020

A Case Study on Performance Management & Policy Management . Manual processes and forms provided little visibility of employee and organisational objectives, whilst also making the coordination of Learning and Development a real challenge.”.

Case Study: Empxtrack Streamlines Performance Management for IFFCO Tokio General Insurance

DECEMBER 8, 2017

To achieve their goal in such a situation, they must constantly challenge themselves to higher levels of individual and group performance . And thus, Performance Management becomes a key organizational priority. Challenges. The guidelines were there but could not be adhered with excellence on papers.

Case Study – Aarque

NOVEMBER 30, 2020

To keep track of the development needs of its employees, the company launched ‘my RQ’ : a tailored, comprehensive people management platform from Ascender. Managers had feedback from staff that there was not enough communication about performance so this was one of our major objectives for this project.

Case study: Conifer Research uses automation and agile project performance evaluation apps to track project performance in a dynamic, rapidly changing, and project-centered environment.

AssessTEAM Performance Management

JUNE 5, 2020

Conifer Research created a more agile and responsive project performance management process with AssessTEAM’s performance management software & apps. As a result, a hierarchical line manager -driven performance management process did not offer enough visibility into all-round performance within agile teams.

Product Case Study: Benefits Advisor and HR

FEBRUARY 26, 2020

Modern performance management . Janna Stewart, HR manager , Kansas City Zoo. Download the full case study here. Required multiple data entry points. Streamline open enrollment. Employee self-service. Cloud-based employee recordkeeping. PRODUCT FEATURES. Automated workflows. Drives efficiency with actionable insights.

Case Study – Zoos Victoria

Our online Performance Management system has been a definite contributor to the increase in the organisational engagement level, now at 93%, where this was previously much lower.”. Improved Alignment & Strategy Execution. The Client.

CASE STUDY: When The Private Equity Bears Show Up To Eat Your Company

The HR Capitalist

OCTOBER 3, 2016

But what they're also looking for is bloat on the people side - not just too many people, but performance processes that are non-existent and full of bloat and non-focus they can exploit. . We use the case study of 3G capital – acquirer of Heinz, Burger King, Anheuser Busch and others – to show you how to bear-proof your company.

Vaco Case Study – The Journey of a Performance Culture

SEPTEMBER 14, 2020

Webinar Overview: To be prepared and positioned for the future, study the past. The post Vaco Case Study – The Journey of a Performance Culture appeared first on Performance Culture. Living in the COVID world presents challenges most people leaders never considered.

Employee Performance Management: What Your CFO Needs to Know About Culture Before Investing

JUNE 28, 2018

Reflektive recently sponsored a webinar as part of the Performance Management Masterclass Series through Human Resources Today. The webinar featured speaker John Frehse, Senior Managing Director at Ankura. SEE ALSO: How to Effectively Change Performance Management . Click To Tweet.

Why you must start succession management planning now – a case study

Business Management Daily

MAY 7, 2021

She talked to Mark about her extensive background revamping compensation and performance management practices, driving process improvement, and implementing talent management practices. The post Why you must start succession management planning now – a case study appeared first on Business Management Daily.

How to Conduct Staff Appraisal Training: The Key to Employee Development

OCTOBER 9, 2023

Develop training materials Create training materials such as presentations, handouts, worksheets, and case studies . Interactive activities Incorporate interactive activities such as group discussions, case studies , and role-plays to reinforce learning and encourage participation.

CEO Performance Management Snapshot

DECEMBER 6, 2018

. — Why Employee Performance Management ? Employee Performance is one of the few remaining sources of competitive advantage. Why Bother with Employee Performance Management ? Employees typically constitute 60% of your operating costs and you need them to be performing at an optimal level.

Exceptional Performance Management and Employee Engagement Strategies from Fortune’s Best Companies List

FEBRUARY 26, 2019

We took a look at the list’s top three companies and investigated how seriously they take performance management and employee engagement. While the company puts its employees first, the result is a serious case study in customer satisfaction and loyalty. For Generation Z, it is the number one reason they accept a job.

Performance Management Should Begin Before We Hire Someone

JULY 29, 2014

When most of us hear the term “ performance management ,” we think of performance appraisals , mentoring, employee learning and development —all of the things that happen well after we hire people into our organizations. But savvy employers know that truly effective performance management starts before we hire someone.

13 HR Analytics Courses Online To Check Out in 2024

FEBRUARY 23, 2024

It includes facilitated discussions, case studies , group and individual activities, and self-assessments. The course covers data management in R, data exploration and visualization in R, and three dynamic case studies focused on different aspects of analyzing data.

Navigating Uncertainty: The Strategic Imperative of Investing in People and HR Tech

FEBRUARY 7, 2024

Performance Management and Goal Alignment Modern HR tech solutions facilitate continuous performance feedback, goal setting, and alignment, promoting transparency and accountability. With AI-driven recommendations and adaptive learning pathways, organizations can enhance employee development and future-proof their workforce.

Brandon Hall Group Research Highlights, Sept. 21-25, 2020

Brandon Hall

SEPTEMBER 28, 2020

From webinars to publishing more global case studies than any human capital management research and advisory firm, Brandon Hall Group provides actionable insights on critical HCM topics every day. Extended Enterprise Learning: Building Capability and Driving Performance Across Your Organizations Entire Value Chain.

DECEMBER 5, 2018

—. Why Employee Performance Management ? Employee Performance is one of the few remaining sources of competitive advantage. Why Bother with Employee Performance Management ? Employees typically constitute 60% of your operating costs and you need them to be performing at an optimal level. ‍2.

Developing Internal Case Studies: 5 Tips to Market LMS Value

JUNE 20, 2013

It’s easy for employees to forget or even miss that there’s learning management software available to them. Instead of sending reminders, take a marketing spin and create internal case studies of what employees learned and how the training applies to the job. Learn how the training has impacted their performance .

How Crowdsourcing Changes the Game for Performance Management

AUGUST 11, 2016

How can you leverage crowdsourcing to get a better picture of an employee’s performance ? And what role can social recognition play in humanizing performance management ? However, in many cases it is an advisory process for the manager , not the place where the final decisions are made about the distribution of rewards.

Thinking of Changing Performance Reviews? Focus on These Core Components

MARCH 13, 2018

Performance reviews are dead, or so we have been told. The data shows a shrinking support for the traditional method: only 15% of companies have not adjusted their annual performance management process and do not plan to. Consider Skills and Mobility in Performance Conversations. Are Your Process- or People-Focused?

Envato Improves Clarity of Expectations And Performance With 15Five

APRIL 30, 2020

Want to download the full Envato Case Study PDF? Organizational Development Manager , Rebecca Covington, describes Envato as being truly values-led, with a culture of humility and friendliness that naturally flows from the family owners to the rest of the organization. Rebecca Covington, Organizational Development Manager .

15Five Wins Best Midsize Business-Focused HR Tech Solution From Lighthouse Research & Advisory

MAY 31, 2023

As part of the application process, we explained the problems that our technology solves, submitted this client Case Study , shared a demo, listed key differentiators, and provided some insights into our unique, people-centric culture. Below are some snippets from the application.

Staff Augmentation: 7 Tips to Make It Work

FEBRUARY 2, 2022

Also read: Getting started with real time performance management . Also, be sure to research reviews from other clients and view different case studies . Get in touch with us to know how we at Engagedly have helped transform organizations with our Real Time Performance Management Software. Request A Demo.

9 Best HR Courses for Beginners to Check Out Right Away

FEBRUARY 9, 2024

Topics include: Exploring the role of HR from administrative and compliance to strategy and business growth Learning where to begin with an HR audit Discovering the process of recruiting great talent, from job analysis to writing interview questions and job postings Learning about a performance management process with more impact.

Cafe Classic: Rethinking Compensation Training

JANUARY 27, 2020

But that ignores the training goal of improving both the business and the managers ' business skills. In our world of performance management and compensation, each department or division has different employee performance and talent management demands. The McKinsey research indicates that '.

People Analytics and HR-Tech Reading List

Littal Shemer

OCTOBER 11, 2022

It covers all the core areas of HR including recruitment, performance management , learning and development (L&D), and reward. Using GM case study and other highly adaptive organizations, Arena provides a model to follow.” Data-Driven HR: How to Use Analytics and Metrics to Drive Performance Bernard Marr (2018). “A

2/3 of Companies Are Reengineering Performance Management

DECEMBER 1, 2016

What isn’t being publicized is what more companies are doing: reengineering performance management as a means to develop talent with an emphasis on continuous feedback conversations. So when companies say they are rethinking performance management , what sorts of changes are they talking about? Drastic changes?

TIAA's Journey of Crafting the Right Performance Management Solution For Its Culture

APRIL 26, 2016

If you are thinking about redesigning your performance management process, you aren’t alone. Do documentation requirements hurt or help the organization and its managers ? What else is going on simultaneously as you redesign performance management ? Download the case study now (i4cp members only)

CEB ReImagineHR - Research on Performance Management and Reward

Strategic HCM

OCTOBER 27, 2016

The CEB has been running another successful ReImagineHR conference in London , including some of their client case studies and also more of their excellent research. I think some of the most powerful insights this year focus on performance management and reward.

From Zero to Hero: From Annual Reviews to Continuous Performance Management

SEPTEMBER 11, 2017

Did you know that last August, the 315,000-employee enterprise most famous for ruthlessly firing their bottom 10 percent of staff after annual reviews jumped onboard the new ship of continuous performance management assessments? Reading this, you’re probably thinking: “Was it really a good decision? Did we make you curious?

Stay Connected

Join 398,000+ Insiders by signing up for our newsletter

• Participate in Human Resources Today
• 2019 Human Resources Today Summer Reading List
• Stay At Home Reading List
• Add a Source
• Add a Resource
• See All 
• 2018 Human Resources Today MVP Awards
• 2017 Human Resources Today MVP Awards
• 2019 Human Resources Today MVP Awards
• 2020 Human Resources Today MVP Awards
• 2021 Human Resources Today MVP Awards
• 2022 Human Resources Today MVP Awards
• Thu. May 23
• Wed. May 22
• Tue. May 21
• Mon. May 20
• May 11 - May 17
• Employee Engagement
• Onboarding Software
• Talent Management
• Performance Management
• Time and Attendance
• More Topics 

Input your email to sign up, or if you already have an account, log in here!

Enter your email address to reset your password. a temporary password will be e‑mailed to you., be in the know on.

Human Resources Today

Expert insights. Personalized for you.

We organize all of the trending information in your field so you don't have to. Join 398,000+ users and stay up to date on the latest articles your peers are reading.

Get the good stuff

Subscribe to the following Human Resources Today newsletters:

You must accept the Privacy Policy and Terms & Conditions to proceed.

You know about us, now we want to get to know you!

Check your mail, we've sent an email to . please verify that you have received the email..

We have resent the email to

Let's personalize your content

Use social media to find articles.

We can use your profile and the content you share to understand your interests and provide content that is just for you.

Turn this off at any time. Your social media activity always remains private.

Let's get even more personalized

Choose topics that interest you., so, what do you do.

Are you sure you want to cancel your subscriptions?

Cancel my subscriptions

Don't cancel my subscriptions

Changing Country?

Accept terms & conditions.

It looks like you are changing your country/region of residence. In order to receive our emails, you must expressly agree. You can unsubscribe at any time by clicking the unsubscribe link at the bottom of our emails.

You appear to have previously removed your acceptance of the Terms & Conditions.

We noticed that you changed your country/region of residence; congratulations! In order to make this change, you must accept the Aggregage Terms and Conditions and Privacy Policy. Once you've accepted, then you will be able to choose which emails to receive from each site .

You must choose one option

Please choose which emails to receive from each site .

• Update All Sites
• Update Each Site

Please verify your previous choices for all sites

Sites have been updated - click Submit All Changes below to save your changes.

We recognize your account from another site in our network , please click 'Send Email' below to continue with verifying your account and setting a password.

You must accept the Privacy Policy and Terms & Conditions to proceed.

This is not me

• Aerospace & Defense
• Financial Services
• Life Sciences
• Resource Library
• Newsletters
• Leadership Training Open Sessions

Performance Management Reimagined at Lockheed Martin

Lockheed Martin, a global security and aerospace leader, recognized the need for a company-wide culture shift to a modern performance management approach, leading the company to invest in and implement a new technology-enabled, feedback-driven performance management system.

This significant enterprise-wide change was initiated both to increase employee satisfaction (based on internal survey results) and to improve and modernize the current performance management approach.

To ensure successful adoption of the new performance management approach, the system implementation was supported by a robust change management strategy that incorporated a communications plan, resistance management, an extensive blended learning solution and performance support.

Lockheed Martin’s goal was to “transform performance management to drive agility while focusing on increased employee engagement via a re-engineered process and a feedback-driven culture.”

Lockheed Martin also wanted to roll out a world-class and innovative learning program that would help leaders and employees embrace the new approach and engage in continuous high-quality feedback to improve performance and positively impact the business and all employees across the enterprise.

As part of its extensive blended learning strategy, Lockheed Martin partnered with GP Strategies to create modern, intuitive, webbased training that would stand out from the ordinary and reflect its modern performance management approach. The goal was to develop and deliver content that would model and reinforce the desired new performance management behaviors and support the mindset change required for the cultural shift.

GP Strategies used a design thinking methodology to involve members from every phase of the initiative in the design of the solution, from GP Strategies’ project managers and learning architects to Lockheed Martin’s subject matter experts and stakeholders. Together, they designed and created the Mission Possible series of seven short, webbased performance training modules with one track for leaders and one for employees.

The learning solution was centered on creating relevant and engaging scenario-based modules that would target the critical skills necessary to Lockheed Martin’s success in rolling out its new performance management system. GP Strategies and Lockheed Martin focused on four key areas to ensure the training met the organization’s needs:

• Support ongoing feedback and meaningful conversations
• Differentiate and reward talent without demotivation
• Address performance issues actively
• Facilitate alignment to enterprise-wide advanced behavior and impact criteria

Each web-based training module was designed to help familiarize leaders and employees with the new performance management approach, modeling best practices and enabling all learners to practice and incrementally acquire knowledge and build desired skills. Released at intervals in sync with each new phase of the business transformation, the series provided a “just-intime” training approach.

Understanding that both learner engagement and behavior change are central to measuring the effectiveness of training solutions, Lockheed Martin gathered all relevant data to monitor learner response to the training and the resultant use of the new performance management system. With 15,200 employees completing the initial modules within the first 90 days, learner response was exceptionally positive, and employees entered more than 13,000 pieces of feedback and 350,000 goals into the performance management system post-training.

It was really well done—I enjoyed that it was different and out of the box (in a good way) from all the other training that exists. Lockheed Martin training participant

Progress is ongoing as the new performance management system is rolled out in phases over the course of a year in tandem with its just-in-time training, and results will continue to be collected to ensure future success. Employees are embracing Mission Possible and look forward to new learning programs at Lockheed Martin that support their transformation.

Get in touch.

Learn more about our talent transformation solutions..

Transformation doesn’t happen overnight if you’re doing it right. We continuously deliver measurable outcomes and help you stay the course – choose the right partner for your journey.

Our suite of offerings include:

• Managed Learning Services
• Learning Content Design & Development
• AI Readiness, Integration, & Support
• Leadership & DEI Training
• Technical Training
• Learning Technologies & Implementation
• Off-the-Shelf Training Courses

We bring innovation to every project every day.

• Learning Content Design & Development
• AI Readiness, Integration & Support
• Off-the-Shelf Training
• Technologies
• Our Innovation Approach
• Corporate Responsibility
• Diversity & Inclusion
• Learning Advisory Board
• Worldwide Locations
• Training Courses
• Privacy Policy
• Legal Information
• Accessibility
• Supplier Code of Conduct
• Carbon Reduction Plan

• Predictive Analytics Workshops
• Corporate Strategy Workshops
• Advanced Excel for MBA
• Powerpoint Workshops
• Digital Transformation
• Competing on Business Analytics
• Aligning Analytics with Strategy
• Building & Sustaining Competitive Advantages
• Corporate Strategy
• Aligning Strategy & Sales
• Digital Marketing
• Hypothesis Testing
• Time Series Analysis
• Regression Analysis
• Machine Learning
• Marketing Strategy
• Branding & Advertising
• Risk Management
• Hedging Strategies
• Network Plotting
• Bar Charts & Time Series
• Technical Analysis of Stocks MACD
• NPV Worksheet
• ABC Analysis Worksheet
• WACC Worksheet
• Porter 5 Forces
• Porter Value Chain
• Amazing Charts
• Garnett Chart
• HBR Case Solution
• 4P Analysis
• 5C Analysis
• NPV Analysis
• SWOT Analysis
• PESTEL Analysis
• Cost Optimization

Performance Management at Vitality Health Enterprises, Inc.

• Leadership & Managing People / MBA EMBA Resources

Next Case Study Solutions

• Alan Kendricks at Cardiology Associates Case Study Solution
• Boldly Go: Character Drives Leadership at Providence Healthcare Case Study Solution
• Fargo Health Group: Managing the Demand for Medical Examinations Using Predictive Analytics Case Study Solution
• Children's Hospital and Clinics (B) Case Study Solution
• Serengeti Eyewear: Entrepreneurship Within Corning, Inc. Case Study Solution

Previous Case Solutions

• Ganging up on Cancer: Integrative Research Centers at Dana-Farber Cancer Institute (A) Case Study Solution
• Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (A) Case Study Solution
• Children's Hospital and Clinics (A) Case Study Solution
• Barbara Norris: Leading Change in the General Surgery Unit Case Study Solution
• Job Corps Case Study Solution

Predictive Analytics

May 25, 2024

Popular Tags

Case study solutions.

Case Study Solution | Assignment Help | Case Help

Performance management at vitality health enterprises, inc. description.

Vitality Health Enterprises, a medium-sized firm that manufactures health and personal care products, has experienced six straight quarters of strong revenue growth. James Hoffman, the new Senior Vice President of Human Resources, fears that the chain of success is shifting the company's focus away from effective performance management. Recently, Vitality has been faced with increasing turnover among the company's talented research scientists that may be due to a performance management system that leaves top performing employees slighted by the practice of uniform ratings. In an effort to retain top employees, the company institutes a forced distribution model of performance rankings, moving from an absolute ranking system to a relative one. Hoffman and his performance management evaluation team must assess the practical and strategic effectiveness of the new system and present their findings and recommendations to the Board.

Case Description Performance Management at Vitality Health Enterprises, Inc.

Strategic managment tools used in case study analysis of performance management at vitality health enterprises, inc., step 1. problem identification in performance management at vitality health enterprises, inc. case study, step 2. external environment analysis - pestel / pest / step analysis of performance management at vitality health enterprises, inc. case study, step 3. industry specific / porter five forces analysis of performance management at vitality health enterprises, inc. case study, step 4. evaluating alternatives / swot analysis of performance management at vitality health enterprises, inc. case study, step 5. porter value chain analysis / vrio / vrin analysis performance management at vitality health enterprises, inc. case study, step 6. recommendations performance management at vitality health enterprises, inc. case study, step 7. basis of recommendations for performance management at vitality health enterprises, inc. case study, quality & on time delivery.

100% money back guarantee if the quality doesn't match the promise

100% Plagiarism Free

If the work we produce contain plagiarism then we payback 1000 USD

Paypal Secure

All your payments are secure with Paypal security.

300 Words per Page

We provide 300 words per page unlike competitors' 250 or 275

Free Title Page, Citation Page, References, Exhibits, Revision, Charts

Case study solutions are career defining. Order your custom solution now.

Case Analysis of Performance Management at Vitality Health Enterprises, Inc.

Performance Management at Vitality Health Enterprises, Inc. is a Harvard Business (HBR) Case Study on Leadership & Managing People , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Performance Management at Vitality Health Enterprises, Inc. is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Performance Management at Vitality Health Enterprises, Inc. case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Performance Management at Vitality Health Enterprises, Inc. will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

Performance Management at Vitality Health Enterprises, Inc. case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Leadership & Managing People, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Performance Management at Vitality Health Enterprises, Inc., is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The Performance Management at Vitality Health Enterprises, Inc. case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Leadership & Managing People Solutions

In the Texas Business School, Performance Management at Vitality Health Enterprises, Inc. case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Performance Management at Vitality Health Enterprises, Inc.

Step 1 – Problem Identification of Performance Management at Vitality Health Enterprises, Inc. - Harvard Business School Case Study

The first step to solve HBR Performance Management at Vitality Health Enterprises, Inc. case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Vitality Hoffman is facing right now. Even though the problem statement is essentially – “Leadership & Managing People” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Vitality Hoffman, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Performance Management at Vitality Health Enterprises, Inc.. The external environment analysis of Performance Management at Vitality Health Enterprises, Inc. will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Performance Management at Vitality Health Enterprises, Inc. case study. PESTEL analysis of " Performance Management at Vitality Health Enterprises, Inc." can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Performance Management at Vitality Health Enterprises, Inc. macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for Performance Management at Vitality Health Enterprises, Inc.

To do comprehensive PESTEL analysis of case study – Performance Management at Vitality Health Enterprises, Inc. , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact Performance Management at Vitality Health Enterprises, Inc.

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ Performance Management at Vitality Health Enterprises, Inc. ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Vitality Hoffman is operating, firms are required to store customer data within the premises of the country. Vitality Hoffman needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Performance Management at Vitality Health Enterprises, Inc. has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Vitality Hoffman in case study Performance Management at Vitality Health Enterprises, Inc." should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Vitality Hoffman in case study “ Performance Management at Vitality Health Enterprises, Inc. ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Vitality Hoffman in case study “ Performance Management at Vitality Health Enterprises, Inc. ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ Performance Management at Vitality Health Enterprises, Inc. ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Vitality Hoffman can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Performance Management at Vitality Health Enterprises, Inc. case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Vitality Hoffman needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact Performance Management at Vitality Health Enterprises, Inc.

Social factors that impact performance management at vitality health enterprises, inc., technological factors that impact performance management at vitality health enterprises, inc., environmental factors that impact performance management at vitality health enterprises, inc., legal factors that impact performance management at vitality health enterprises, inc., step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: performance management at vitality health enterprises, inc. case study solution.

• sales & marketing ,
• leadership ,
• corporate governance ,
• Advertising & Branding ,
• Corporate Social Responsibility (CSR) ,

Amanda Watson

Leave your thought here

© 2019 Texas Business School. All Rights Reserved

USEFUL LINKS

Follow us on.

Subscribe to our newsletter to receive news on update.

Dark Brown Leather Watch

$200.00 $180.00

Dining Chair

$300.00 $220.00

Creative Wooden Stand

$100.00 $80.00

2 x $180.00

2 x $220.00

Subtotal: $200.00

Free Shipping on All Orders Over $100!

Wooden round table

$360.00 $300.00

Hurley Dry-Fit Chino Short. Men's chino short. Outseam Length: 19 Dri-FIT Technology helps keep you dry and comfortable. Made with sweat-wicking fabric. Fitted waist with belt loops. Button waist with zip fly provides a classic look and feel .

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Case Study: Performance Management at Network Solutions, Inc

Related Papers

Balboa Mohamed

Bodgers Gwedeza

The WaterAid Performance Management System is a global process with consistent guidelines, an appraisal form, ratings, and a common timetable for all WaterAid offices. The system was developed against a background of existing appraisal processes in various forms. It was therefore developed with an aim of harmonising performance management practice in WaterAid globally Observations in the Malawi Country Programme indicated that the system had not been successfully implemented, as less than 30% of all employees were been able to develop and be guided by objectives, and formal one to one discussions were rarely being done. The system was also characterised by ill prepared objectives and appraisals that were conducted just to tick off the task. One other indication of poor adoption of the PMS was the absence of appraisal reports in staff personal files. An examination of staff files showed that only Four out of 11 and 6 out of 20 personal files in 2011/2012 and 2010/2011 respectively had performance appraisal reports. One other apparent problem with the system was the performance rating. Both line managers and appraisees expressed uncertainty on the application of the ratings with some people seeing gaps in the ratings while others felt that the ratings overlapped. The business impact study was aimed at re-implementing the performance management system at WaterAid in Malawi to ensure that it was properly established and embraced by all employees.

Azahari Jamaludin

rolan bangalan

Katarína Staroňová

This comparative study on the individual performance appraisal systems in the EU member states, the European Commission and associated countries was conducted under the Slovak EU Presidency in 2016 and EUPAN. It comes 10 years after the review of the performance appraisal under the German EU Presidency in 2007 (Demmke 2007). Since then, classic performance appraisals were reviewed very critically, by both academics and practitioners, asking for considering the contextual factors in the set up of the overall performance appraisal systems. Some experts (e.g. Antonioni 1994) argue that rather than throwing out the entire performance appraisal systems and process, we should try to improve it. And many of the EU member countries did exactly that. Thus, in the past decades the performance appraisal research has examined the effects of the social context (e.g. Levy, William 2004) within which the performance appraisal operates, motivational basis of the civil servants (e.g. Perry, J.L., Hondeghem, A. and Wise, L.R., 2010), work approaches of millennials (e.g. Twenge, J.M. and Campbell, S.M., 2012), perceptions of fairness (e.g. Choon, Emli 2012) and most importantly the various uses of information from the performance appraisal (e.g. Moynihan, Pandey 2010). This has widespread implications for practical application. And since performance appraisals play an important role in individual careers of civil servants and public organisations, it is important to understand the process and design of the instrument in individual EU member states and the European Commission vis-à-vis the latest developments in performance appraisal research.

Jyotsna Bhatnagar

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Salesforce is closed for new business in your area.

• Control Techniques
• Elevator Group
• Hurst Motors
• Kato Engineering
• KB Electronics
• Leroy Somer
• Merkle-Korff Industries
• Motion Control
• Valmark Interface Solutions
• Chinese (Simplified, PRC)
• Czech (Czech Republic)
• English (United States)
• French (France)
• German (Germany)
• German (Switzerland)
• Italian (Italy)
• Polish (Poland)
• Spanish (Spain)
• Turkish (Turkey)

Control Techniques, a pioneer in innovative energy solutions, announces the launch of its new Solar Pump Solution 

As our population grows, so too does our demand for more energy.  Considering 20% of all global electric consumption is attributed to pumping systems, the need for continuous, energy-efficient pumping solutions has never been more critical. The Solar Pump Solution developed by Control Techniques provides not only a cost-effective and scalable solution but will deliver reduced operational costs, improved availability, and increased sustainability by using locally generated renewable energy to keep the pump running.

Let's take irrigation as an example, the Control Techniques Solar Pump Solution addresses these urgent issues by harnessing the power of the sun to get water to where it needs to be, irrespective of power infrastructure, availability, and the associated costs. Providing a reliable and eco-friendly alternative for pumping systems, in remote and challenging environments. Thus, significantly reducing the carbon footprint associated with traditional electric pumps, and converting previously unserviceable locations into areas where water can be transported to for purification or irrigation purposes. 

Breaking down the benefits, customers now have the flexibility to operate efficiently whether on or off the grid. Once set up, the drive can be configured to automatically connect to grid power for operation outside daylight hours or as a ’Hybrid’ system, blending solar and grid sources to achieve maximum benefit of their solar investment without affecting performance. With a quick return on investment, this eco-friendly, pollution and noise-free solution is the way forward. 

The result is a reliable and continuous pump operation even when the power supply is solar, grid generated or hybrid. Full control of the system is ensured by features such as DC bus control loop, Maximum Power Point Tracking (MPPT) and low irradiation start/stop. Furthermore, the Solar Pump Solution can control the most efficient motors available, meeting IE5 efficiency levels, such as the Nidec Leroy Somer Dyneo+ hybrid permanent-magnet motor. With all this combined, the Solar Pump solution is the customers best choice to save money and protect system components. 

Compatible Drives for the Solar Pump Solution

General Purpose Commander C , this compact drive offers super quick start up and flexible connectivity, combining efficiency and reliability to offer optimum performance for solar pump applications.

High Performance Unidrive M600 , this drive allows customers to achieve maximum flow control using advanced motor control algorithms for water management flexibility. Designed to improve energy efficiency by up to 98% in all applications by minimising losses during the conversion process. All Unidrive M600 drives conform to safety standards with direct safety system integration. 

To ensure systems are protected, downtime is avoided, and onsite maintenance costs are kept to a minimum, the embedded features in the Solar Pump Solution include controlled pressure ramp-up when filling pipes, pump dry-run prevention, no-flow protection and tank-full/well dry control, cleansing cycles to clear the pump impeller to avoid blockages and sleep mode to further minimise energy consumption. 

Wherever you are in the world, you can rely on Control Techniques for detailed analysis of processes and pump performance, service packages, support with project bidding, assistance in meeting EMC regulations, solutions to combat supply harmonics issues, supportive tools to help calculate emission levels, and local manufacture and delivery of specialist products and solutions. 

solar pump solution        solar pump solution case study