Write a 7–10-page research paper on the topic of performance management and training for an organization of your choice.It is essential for members of management to understand the importance of conducting appraisals because aneffective performance management system is key in improving employee performance, which ultimately adds tothe bottom line of the organization. Failure to communicate performance expectations and achievements meansthat employees might not understand what is expected of them or how they can improve. Additionally, formalperformance management and training is imperative to help protect an organization against legal claims.By successfully completing this assessment, you will demonstrate your proficiency in the following coursecompetencies and assessment criteria:Competency 1: Apply human resource strategies to business needs.Explain how training and performance management protect an organization from possiblelitigation.Competency 2: Analyze core functions of human resource management.Describe the performance management system currently in place.Explain the formal and informal performance feedback processes. Competency 3: Analyze the strategic value of human resource management within a competitive globalbusiness environment.Analyze best practices to improve employee performance.Analyze the importance of training to meet organizational needs and performance goals. Competency 4: Communicate effectively in a scholarly and professional manner.Write in a professional style using APA citations and format with correct grammar, usage, andmechanics.SHOW LESSCompetency MapUse this online tool to track your performance andprogress through your course.CHECK YOURPROGRESSResourcesPerformance Management and TrainingCardy, R. L., & Munjal, D. (2016). Beyond performance ratings: The long road to effective performancemanagement. Industrial and Organizational Psychology, 9(2), 322–328.DetailsAttempt 1AvailableAttempt 2Attempt 3TutorialsSupportLog OutShawn Smith12Grenny, J. (2012). Change anything: The 21st-century approach to performance management andavoiding the willpower trap. Leader to Leader, 2012(63), 26–31.Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Fundamentals of human resourcemanagement (8th ed.). New York, NY: McGraw-Hill. Available in the courseroom via the VitalSourceBookshelf link.Chapter 7, “Training Employees.”Chapter 10, “Managing Employees’ Performance.”Pickett, L. (2015). The benefits of integrated performance management [PDF]. Quality, 54(11), 40–42.Rozillis, S. (2017, September). 9 ways to support and scale employee training with video: Using video inemployee training. Technology Enabled Learning Excellence Essentials.Saha, N., Chatterjee, B., Gregar, A., & Sáha, P. (2016). The impact of SHRM on sustainable organizationallearning and performance development [PDF]. International Journal of Organizational Leadership, 5(1),63–75.Smith, D. (2018, January). What trends are going to shape employee training in 2018? Delivering effectiveemployee training. Training and Development Excellence Essentials.Asssessment InstructionsPreparationResearch the topic of performance management and training for an organization of your choice. Performancemanagement includes the supervision of employees and ongoing goal setting, training, and measurement tomeet individual and organizational objectives. A minimum of five resources are required to support your work.ScenarioChoose an organization to use for this assessment. It can be where you are currently employed or a companywith which you are familiar. It must be an organization that is researchable, as you will need to gather andanalyze information to complete the assessment. You may use the same organization for the otherassessments in this course.If you choose the organization where you are currently employed, please keep in mind that the analyses youmake must be based on facts that can be documented rather than your personal opinion as an employee.Contact your faculty if you have questions. InstructionsWrite a research paper based on your research into the performance management system, which includestraining, of the chosen organization. In your paper:Describe the performance management system currently in place.Explain the formal and informal performance feedback processes.Analyze best practices to improve employee performance.Analyze the importance of training to meet organizational needs and performance goals.What should be considered in designing an effective training program?Explain how training and performance management protect an organization from possible litigation.Note: You must address all the required elements of this assessment. If details for any of the bulleted pointsare unavailable, research the topic and present recommendations you believe would be best for theorganization, along with your supporting rationale.Additional RequirementsTutorialsSupportLog OutShawn Smith12Your assessment should also meet the following requirements:Length: 7–10 typed, double-spaced pages, in addition to a title page and reference page.Written communication:Communicate in a manner that is scholarly and professional. Your writingshould be:Concise and logically organized.Free of errors in grammar and mechanics.Validation and support: Use a minimum of five relevant and credible scholarly or professionalresources such as the Wall Street Journal to support your work. These resources should not include theresources found in the course.APA format: Format all citations and references in accordance with current APA guidelines.How to use the scoring guidePerformance Management and Training Scoring GuideUse the scoring guide to enhance your learning.VIEW SCORINGGUIDEThis button will take you to the next available assessmentattempt tab, where you will be able to submit your assessment
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Performance management: Deloitte case study
For a company to meet its objectives, stay competitive and retain their best performers, it is important that it has an effective performance management system(Harvard Business Review, 2017). This was the realization at Deloitte, the largest professional services company in the world with regard to revenue and number of employees, when it decided to redesign its performance management system in 2015.The company hence reviewed how it manages the performance of its approximately250,000 worldwide employees by redesigning how it evaluates, trains, promotes, and pays them. This paper describes Deloitte’s performance management system as well as explaining the performance feedback processes. It also analyses the best practices that are aimed at improving performance. Further, the paper analyzes the importance of training in meeting the needs and performance as well as looks at how the training and performance management protects from litigation.
Deloitte’s performance management system
Deloitte aimed at having a “nimbler, real-time and more individualized” (Jogi, 2015) performance management system with a view to focusing on future performance rather than assessing past performance. The system hence got rid of cascading objectives, annual reviews and 360-degree feedback in preference of “speed, agility, one-size-fits-one…constant learning (and) collecting reliable performance data” (Jogi, 2015).
The redesign of the system was informed by the fact that previously, the company spent about 2 million working hours annually on performance management, with most of the time been spent by the leadersdiscussing the outcomes of the process. The company hence shifted the focus of the system from leaders’ talking to themselves to talking to the employees about their performances and careers so as to have a system that addresses the real-time world and that affects actual performance in the moment. The redesign was also informed by the knowledge that “assessing someone’s skills produces inconsistent data” (Jogi, 2015) because of the rater’s perceptions and biases, with the ratings eventually reflecting the rater rather than the employee been rated. Further, empirical study of Deloitte’s high-performing teams found out that members of the best teams felt “that they are called upon to do their best work every day” (Jogi, 2015), findings that were in tune with a previous Gallup study. Consequently, the new performance management system at the company aimed at leveraging the strengths of the employees, having teams with clarity of purpose and expectations, and been able to quickly “collect reliable and differentiated performance data” (Jogi, 2015).
The objectives of Deloitte’s performance management system hence are to recognize performance, clearly see the performance, and fuel the performance. Recognizing the performance involves considering talent-related by determining the extent to which project managers would want an employee in their team and the extent they would recommend higher compensation. There are plotted in a chart that can easily determine the variations among the employees so as to fairly allocate pay. The consequent data “supports objectivity in annual executive discussions about advancement” (Jogi, 2015). The data would also be usedto help low performers recover be to through coaching or new responsibilities.
In the second objective of clearly seeing the performance, Deloitte got rid of 360-degree feedback in preference of feedback from the individual team leader so as to overcome idiosyncratic rater effect. Further, rather than ask the team leader to rate the skills of the employee which may lead to bias and inconsistencies, the team leader is as……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..
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