Robert Estrada INTRODUCTION TO HUMAN RESOURCE MGT Professor Ronda Schiavone 04/06/23 Case Study #10 What is your overall opinion of Deloitte’s new approach to performance management? What type of training would you recommend for managers, team leaders, and team members before switching to a system like this? My opinion on Deloitte's new performance management is that the approach is designed to be more flexible and ongoing, with regular check-ins between managers and employees. The approach focuses on developing employees' strengths by setting goals and providing feedback. Instead of an annual review, there are more frequent conversations about performance. I would recommend to train cover skills like active listening, giving feedback, goal setting, and coaching. Deloitte offers training to help employees make the transition. They may also need training on how to identify employee strengths and how to develop individualized plans for employee growth and development. What actions should be taken if an employee is ranked as a potential performance risk? How would compensation decisions be made without a performance score for each employee? If an employee is considered a potential performance risk, they should take steps to improve their performance right away. This means talking to their manager for feedback, identifying areas where they can improve, and working together to create a plan to address any issues. This could involve getting extra training, setting specific goals, or addressing personal or professional problems that could be impacting their work. Managers can decide on compensation for employees without a performance score by considering other factors like the employee's contribution to team goals, level of engagement, skills and experience, and any special projects they've worked on. They can also compare market data to make sure the employee's compensation is fair and aligns with their job responsibilities.
