How often you would recommend that performance conversations take place.

Week 5: Consulting Challenge Assignment – Performance Management Technical Approach

Phase III. Performance Management System Implementation Considerations (Maximum 1,000 Words)

Objective: Recognition that performance measures like the one described in Phase II are best implemented as part of a larger performance management system.

Activities: Description of how you would take the performance measurement tool and make it part of a larger performance management system. This should include a description of:

How often you would recommend that performance conversations take place.

Quarterly Formal conversations between supervisor and employees + regular check ins (informal settings, provide feedbacks, answers questions from employee)

Benefits of having both formal and informal assessments?

The specific type of training you would recommend developing for raters to help them make ratings. Include a training agenda in your appendices.

We would offer trainings such as leadership development courses to help with…

Training for the whole company such as how 360 review works and its pros and cons

Offer training on providing feedback and establish a system

The recommendations you would provide for supervisors to have performance appraisal and goal setting interviews.

Expectations must be set in the first quarter, conversations and feed backs must be reasonable, how to use SMART to set goals

What is the measurement based on?

Consequences of low performers? List examples

How to reward high performers? List examples

What does their feedback system look like? List examples of what it could be

Include an appendix of how your firm would be happy to offer additional services to select employees who would address StyleBox’s pain point moving forward. This appendix should include the nine fundamental steps of creating individual difference measures and what they would look like for StyleBox. Place a special emphasis on the connection between the work analysis described in Phase I, the described gap in StyleBox’s employee performance, and the individual difference you would likely assess as part of a selection system.(develop a selection process)

Additional services include customer service training, initial training, cultural training (since this is a global company), training in global issues and how different cultures prefer different rewards? Maybe high performers can choose their own rewards.

Gamified training and assessment

Refer back to phase two, what to do to make sure everyone is on the same page