I used to work in a bank for 11 years back in my home country. I remember
Question:
I used to work in a bank for 11 years back in my home country. I remember when I got hired for the Business Development Officer post, no job description was provided. The scope of my work and related tasks were instead explained to me by my Manager during the training period on my first week at work. The performance expectations were clearly explained and how it is aligned with the objectives and target of the unit I was joining at that time. My manager provides timely feedback and coaching as these were critical in terms of work familiarization and getting this done accordingly. The quantity and quality of the expected work were clearly communicated. Performance feedback used by the bank is both formal and informal. Performance appraisal review is done every end of the year using a combination of both the Results and Behavioral Methods. While informal feedback is through employee coaching.
During the start of the year, a Key Result Area (KRA) is outlined which serves as the metrics for the end-of-year performance review. The KRA is based on the goals and budget for the year using the SMART criteria - specific, measurable, attainable, relevant, and time-bound. From the beginning of the year, employees are given a clear target so that each individual is guided by the performance expectations and deliverables. Under the Results Methods, sales and revenue targets are defined based on the performance of my accounts. The Behavioral Methods are sets of key interpersonal and behavioral competencies that assist employees to be effective in their respective roles. The use of both the Results and Behavioral Methods in the performance review is effective because the unit's goal is sales-driven. It is useful in terms of promotions and pay increases as a motivating factor for employees to strive and perform to achieve the targets.
If I were the Human Resource Manager, I would recommend a performance review every quarter through one-on-one discussion between the Manager and the employee to immediately address potential gaps in the performance. This is helpful in terms of guiding the underperforming employees and resolving any challenges in achieving the work expectations.
QUESTION:
1. Respond to the above scenario it should be thoughtful and should add a new and or unique contribution to the discussion. Each initial response should be at least a paragraph.
Income Tax Fundamentals 2013
ISBN: 9781285586618
31st Edition
Authors: Gerald E. Whittenburg, Martha Altus Buller, Steven L Gill