Case Study

Performance Evaluation Challenges

Serena took a deep breath and glanced again at the clock. It was $5$:$45$ p$.$m$.$ and still no Elliot. Tech Launch Pad was hosting its fifth session in the eight$-$week Incubator program from $6$:$00$ p$.$m$.$ to $8$:$00$ p$.$m$.,$ and Elliot was supposed to lead the session. The front door chimed and two more eager entrepreneurs entered the innovation hub for the pre$-$session gathering. They hung their coats and joined the coffee and snack area, mingling with other entrepreneurs waiting for tonight's session. The schedule showed representatives from $12$ early$-$stage companies were expected, though Serena knew last$-$minute attendees were common. Tonight featured a mock pitch event, where each representative had three minutes to present their business idea to the simulated investors and get feedback. The entrepreneurs had been developing their business models and refining their presentations since the Incubator program started. In three weeks, on the final night, they would pitch to actual angel investors in the greater Toronto area.

Originally, when Tech Launch Pad was just beginning, Serena had led the Incubator program herself. She was the first executive director of Tech Launch Pad, established by a group of seasoned entrepreneurs in Toronto. The founders had invested initial funds into Tech Launch Pad to nurture new entrepreneurs in a rigorous training environment. Serena had previously built a digital advertising firm, sold to a major media company four years prior. Her success in starting and exiting a business fueled her passion to support emerging entrepreneurs by linking them with necessary resources to realize their business aspirations. For Serena, directing Tech Launch Pad wasn't just a job; it was her calling.

However, there was a reason she had brought on Elliot to share the Tech Launch Pad responsibilities. Serena had been at her desk since early morning. She had a lunch meeting with their advisory board, participated in a government panel about the Young Innovators program, and made calls to arrange mentors for the upcoming Incubator session in autumn. When Serena decided to hire an entrepreneurin$-$residence $($EiR$),$ Elliot was highly recommended by a Tech Launch Pad advisory board member. In their meeting, Elliot showed confidence and suitability for the EiR role. Having been a serial entrepreneur for a decade, he remained approachable to the new entrepreneur community. Serena observed that the gap between aspiring entrepreneurs and some of Toronto's successful businesspeople seemed immense. Moreover, the busy schedules of these accomplished individuals often prevented them from committing to eight consecutive Wednesdays for the Incubator program. Elliot, as the EiR, continued his own entrepreneurial ventures while receiving a stipend from Tech Launch Pad for mentoring startups and attending events. Serena believed the $$50,000$ annual stipend would ensure Elliot's commitment as the main facilitator for the Incubator. Rising from her desk, Serena sighed, put on her jacket, and readied to lead the evening's pitch session. She donned a smile, pushing aside her irritation with Elliot, as she approached the aspiring entrepreneurs.

DISCUSSION QUESTIONS

What are the distinctions between Elliot as a stipend$-$receiving entrepreneur$-$in$-$residence and a Tech Launch Pad employee? Discuss.

If you were Serena, how would you manage Elliot's absence$?$ What steps would you take to set clear performance expectations for Elliot?

Assuming this was Elliot's third unexplained absence versus his first, how would you establish a process for performance improvement?

Does absenteeism justify dismissal for cause? Outline the necessary documentation and procedures for terminating Elliot for cause.