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Assignment 1

Read the following case study and answer the questions below:

Rebecca’s Dilemma

Rebecca graduated from a local university with a Bachelor’s degree in Business Administration. After applying to a few companies for jobs, finally she settled with an offer from a Four Star Hotel in her own hometown. After the orientation process, she settled in her job, as the Training Manager. Her duties included administration work related to human resource management, designing training programs for lower level employees and coordinating training activities for food and beverage department, house-keeping services, and overall maintenance areas of the hotel.

Of all her responsibilities, she showed keen interest in training related activities. Her boss, Lambert was impressed by Rebecca’s attitude and keen interest shown in her work activities. Rebecca used to spend coffee breaks with her bosses in order to learn more about the job. Her bosses showed interest in providing information so that she can learn some specific aspects of the job. She liked the work climate at the hotel and showed keen interest in upgrading herself.

During one of the coffee breaks, Lambert casually asked Lambert casually asked in conducting a training program for supervisors to upgrade their supervisory skills. Rebecca was shocked by the offer. All along she was waiting for such an offer and her response was positive. Lambert was impressed by her positive attitude and asked her to develop a program for supervisors. Rebecca started to gather information on designing a training program from her college books and notes, met up with her lecturers, and spoke to her friends. She prepared a good lecture plan and the material to go along with it.

Upon getting a green signal from Lambert, she walked into the lecture room with her notes and visual aids for power-point presentation. There were about 25 participants drawn from different departments of the hotel. She introduced herself as the training manager and started to talk about the theories she learnt while in college. The participants were impressed by her presentation. Rebecca was relieved and opened the session for questions.

Suddenly, one of the participants popped a question and wanted to know how the theories are related to the daily practice at work. Rebecca somehow managed the situation and told the class that it is good to know the theories and in the next session she will provide her response. Thus, the session was brought to a close. Joseph M.Putti. (2015). Human Resource Management : A Dynamic Approach. Laxmi Publications Pvt Ltd.

Rebecca used to spend coffee breaks with her bosses in order to learn more about the job. Her bosses showed interest in providing information so that she can learn some specific aspects of the job. She liked the work climate at the hotel and showed keen interest in upgrading herself. Identify and explain the type of training that occurred between Rebecca and her boss.
During one of the coffee breaks, Lambert casually asked Lambert casually asked in conducting a training program for supervisors to upgrade their supervisory skills. Rebecca was shocked by the offer. All along she was waiting for such an offer and her response was positive. Lambert was impressed by her positive attitude and asked her to develop a program for supervisors. Evaluate the training process that Rebecca will use when conducting her training programme
To ensure that Rebecca training is a success Design a lesson plan that will be used to roll out Rebeccas training program
Training should be adequately prepared to be able to fit into the daily work pattern. Before we can start the training analyse the type of Characteristics required for Rebecca to deliver a successful training session.
At the end of the session Rebecca is required to determine if the outcomes have been List four ways used to prove competency of a learner. Give an example of each.

Assignment 2

Read the following case study and answer the questions below:

The Evolution of Fossil’s Performance Management Process

Fossil Group was using a complex, 100% paper process for performance reviews and check- ins for more than 15,000 global employees. They wanted to move toward a digital performance management strategy, but knew they needed to simplify the process first.

Fossil Group set up four traditional components that were stretched across three strategic touch points throughout the year. These touch points were supplemented with ongoing performance conversations that could be initiated by any employee, at any time.

As Fossil Group evolved its company-wide performance approach, they were happy to see immediate progress.

92% of employees were participating in goal-setting reviews, setting an average of six goals per employee.

However, when they dug into the data, they found that 35% of individual goals created were misaligned or did not have an impact on the organization and its strategic priorities. They knew they needed to get better at goal alignment if they wanted to meet important business objectives.

Although the three formal performance touch points in place were working, Fossil Group knew teams needed to have goal conversations more frequently.

They implemented informal “check-ins” that could be launched by any employee at any time.

To ensure adequate time was made for important performance conversations and other performance related activities, Fossil Group implemented “Performance Days” — days strictly dedicated to employee performance. On these days, no task-related meetings are scheduled, and all work is set aside for the day. Conversations between managers, employees, and teams are all centered on performance.

Fossil Group recognized that simply having more performance conversations wasn’t enough — the conversations needed to include healthy dialogue, debate, and collaboration from managers and employees. They created 1-on-1 templates to help guide managers and employees through an effective and productive goal conversation.

Check-in templates could be customized to the needs and work of individual teams and team members. The templates helped ensure conversations were focused on creating clear, aligned, and motivating goals.

Fossil Group wanted to bring performance conversations full circle by recognizing employee performance daily. They created recognition toolkits for managers including fun notecards, gift cards, and employee recognition tips.

They also launched an online, peer-to-peer recognition program that generated an average of 140 recognition stories each week.

By taking time to uncover the needs of its employees, and delegating time for managers to focus on performance, Fossil Group was able to listen and act on employee voices and evolve their performance strategy for success

https://www.quantumworkplace.com/future-of-work/performance-management-case-study-fossil-group

Questions:

Explore the three ways Fossil Group simplified performance management.
Determine the type of performance approach Fossil used. Use relevant examples from the article
Creating an overarching strategy with defined goals and tactics will make it much easier for managers and employees to understand, buy-in, and remember the details. Lay the groundwork of a successful performance management process with these best practices. As Fossil Group evolved its company-wide performance approach, they were happy to see immediate progress. Discuss Fossils performance management process.
The objectives of a compensation system introduce our studies in this chapter on compensation management. A compensation system is derived once organisational objectives have been decided and translated into a compensation strategy. Design a compensation strategy for the Fossil Group

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