Answer following questions and send to me on / before 08 March, 2023.

1. Write summary of the case with your own words.
2. Write 4 positive points about the case.
3. Write 4 negative points about the case.
4. Do you think we can implement Deloitte Performance management system in KSA? Why? Why not? Justify your answer.

Case Study: A New Approach to Performance Management at Deloitte "It was an investment of 1.8 million hours across the firm that didn't fit our business needs anymore." That's how partner Rob Massey, Delolite Tax LLP, described the performance management system he used for his first 12 years at Deloitte. "Once a year, we looked back at what people did and then created a label for it." For the last 18 months, Massey and 2,000 of his colleagues in our tax business have been piloting a new way of assessing and managing our people's pertormance, along with thousands in other parts of our professional services business. It's been so successful that we're rolling it out across our entire 70,000 -person organization over the next year. The key parts: check-ins, frequent conversations between team leaders and team members about the work; performance snapshots, a reliable and frequent. assessment of individual performance; and pulse surveys, a quick tool for team leaders to assess if they are creating the conditions for high performance on their teams. The power in this innovation: combining what we know about two dimensions of human behavior: - How to engage and motivate people - the primary channel here being conversations with others - How to collect and use rellable assessments of individual performance - to help our people and the business. Put together, it's working. Massey says, "Today we're very forward-looking. It's about strengths and real-time communication." First and foremost, this system is analog. It's about conversations. That may have been the biggest leap we took in reinventing our performance management system. We've learned that words can be as powerful as numbers; that data only tell part of the story. We need to let our people, their managers, and their counselors tell the rest. We haven't moved away from data altogether, the "digital" in the system. In fact, we've doubled-down. We deploy it regularly and use a variety of tools that bring in perspective from our people and leaders and use them to help manage the people element of our business in real-time, to identify what conversations are needed, and to help our people understand how they can grow and advance. Let's zoom in on the experience of one of our people to see the system in action. Here's Kay, a senior manager who has been with us for more than a dozen years: Tve always had check-ins with my counselees, the managers on my team. These used to be tactical, day-to-day 'What's happening, what do we need to fix?' But now I'm more conscious of weaving the performance management piece-development, especiallyinto the check-ins. IIm taking the time, even if it's just ten minutes, to talk about their personal development, what's happening with their goals, with their strategic initiatives in terms of where their careers want to go. I'm having those conversations more frequently and it feels more personal-not as canned or forced as a midyear or yearend check-In." Of course, Kay also sits on the other side of the table. She is a counselee, too. Tve found that my counselor is now very open to redefining my goals as we move through the year. My goals aren't documented in stone like they used to be. I was trying to find some stretch opportunities this year. At the beginning of the year, we thought that would be one thing, but halfway through the year, I completely shifted focus. My counselor didn't sit down and say, 'Let's redefine your goals.' 't wasn't about me going back to my office and documenting four or five commitments I would make. Instead, we talked about what kind of performance people would expect of me in that new capacity. It was more a natural conversation, a discussion-and you get easier buy-in from both notes. "So we assombled an outstanding team of leaders - sonior managers, directors, and partners - who were passionate about making this change work. We ended up with nearly 200 'change champions' working with the pilot group of 2,000 employees, so they were able to communicate on a personal level, ofien even one-on-one. And that's exactly the kind of personal communication style we were alming for with the pertormance managoment redesign." Learning from the Pilots The Eements of Deloltte's Performance Management Approach - Checkalns: Frequent, future-focused comersallons between team member and team leader about the work-performance, prionties and strengths - Performance Snapshots: A four-queston instrument to capture a team leader's assessment of team member perlomance at the current point in ume, based on firsthand experience - Toam Pulse Surveys: A 10-question sunvey that helps team leaders understand the team experience through the eyes of its members, in order to dive conversatons and actions to shape if - Talent Revews: Ouateriy leadership panel revews of a population subset to identlyy a custom carcer development action plan for each Indindual - Career Coaches: Advisers to halp each employee discover their strenglhs, find more woys to play to them, explore perlormance tends across experiences, and develop ther careers The 2,000 people in our pilot program have now been through an entire compensation cycle under the new system, and their colleagues are eager to join them. We ve rolled it out across the tax business now, and by June, all of our professionals in the U.S. will be participating. "Relatively speaking, the speed at which this change has happened is breathtaking." Sollis-Bemer says. "But we planned for that. When you're dealling with a subject as sensitive as performance and compensation, you have to be decisive. We knew after a year's pilot, we would have to rip off the Band-Aid, for better or worse. Fortunately, the system is working well." Rob Massey says, "We've taken this concept that's really bold and different and hard to get a handle on, and weve invested a lot of time and money in it because we see the benefits for our people. We've taken a very innovatlve, long-term view of what Deloita's culture can be and how we got the bost from every parton. As an owner walehing that. Investment, it makos me very proud." And his people would tell you he should be. As Andrea Schuly, a tax senior managor said, This system really has engaged me, it's motlvated me, and irs tumed me into a better professional." We're not lust seeing these beneits anocdotally, through the stories like the ones Heid, Rob, Kay, and Androa have shared. As a fim, we ve beon able to aggregste new data. that helps us understand people, team, and lesdership trends wo ve not belore been able to see. Wo can now see the powertul connections between measures ilke employee engagement and employoe pertomanee, or foodback corversation frecuency and employee perlocmance. Beyond just the compelling storles our leaders tell, the data is helping us to reline our business cese for this model, and amm our leaders and change champions with incogts they can use io deepen adepton and understanding over time. That's beon powertul for us, and is something we bolieve, wilf have a lasting eltect on our cullure. Todd Sweeris, a partner and port of the plot, sums it up by seying. Woite stalloaming the power of the new system, undorstanding the right cadence for eventhing t puts the tocus on dovelopment of our people, and that is really the gal of a pertormance menagement system - how do wo got our people performing at a higher level? A Deloilte, our emerging answer is both cigital and analog-quanelitive and personalizod-to got the best of, and for, everyone in the lirm. seff Orlando is chiof loaming offlicer, feader dovelopment and portomance at Deloithe His scope includes Deloithe's loader developmont strategy, onbeareling through exocutbe dovelopment acthitles for Doloite's 7o, 000 professionels and parthers, and performance manngement appronch and andyics. He can be machod af arlandobelalite,com. Eriel Bank is Dolaitio's pertormance marnagemant loader. She desigrs and implements talert management strategles, precosses, and tochnologils. She provides strategib diroction on the manggement and continuous improvement of cumert perlommance manegment processes, and hes been a key loader in the fim's perlormance mangement remvention. She cas be reached at ebank fodelelecom. Anwer following questions and andend te me on f belore ce Marh 2 onez. 1. White summary of the case whth your ewn worth. 2. Whte 4 pothte peints about the case. 2. Write 4 negetve pelnts about the enee. Do you think we cen limelentent Delehte Perlermenee manegement oy tea in ron? Wher? Why not? hustly vour antwer