CHAPTER 8 CASE STUDY: Maple Leaf Shoes Ltd. Performance Appraisal Issues Maple Leaf Shoes Ltd. is a medium-sized manufacturer of leather and vinyl shoes located in Wilmington, Ontario. It was started in 1973, and currently employs about 500 persons in its Wilmington plant and some 200 more in offices and warehouses throughout Ontario. It is time for the annual performance appraisal, the "ritual" as some managers call it. They have received the appraisal forms sent by the personnel department one week prior to the deadline. The current system was developed by John McAllister, the previous personnel manager, who recently left the company for a similar job in Toronto. McAllister believes that performance appraisal forms should be simple to understand and easy to complete, so he made one up himself (see Table 1). Supervisors have to assess each employee by August 31. The assessment is supposed to be discussed with the employee and then returned to the personnel department for filing in the employee's personnel records. If promotions come up, the cumulative ratings are to be considered at that time. The ratings are also supposed to be used as a check when raises are given Jane Reynolds, special assistant in the personnel department at Maple Leaf Shoes, looks at the pile of completed rating forms in front of her and shakes hes head. She dislikes the way performance evaluation in this company is conducted, and would have preferred to come up with a new approach. However, Robert Clark, the company president, has so far resisted any change and she feels hesitant to tell him what she thinks of it. e Contuliting Skills Role Play Air C CASE STUDY Maple Leaf Shoes X C Get Homework Witheo X + O 20Leaf%20Case%20Study%201%20(1)%2012).pdf 100% A month ago, Reynolds conducted an informal survey to find out how managers and employees felt about the current system. The results confirmed her hunch. Over 60 percent of the managers and more than 75 percent of the employees felt either indifferent or negative about the assessment system. Close to 50 percent of the supervisors filled out the forms in three minutes or less and returned the form to personnel without discussing the results with their staff. Another 40 percent spent sometime with the employees for feedback, but without much discussion. Only 10 percent tried to do an effective performance feedback job by giving each employee detailed feedback and setting new objectives TABLE 1 Performance Evaluation Form of Maple Leaf Shoes Ltd. Performance Evaluation Supervisors: Please complete this form for each of your employees. Evaluate each performance aspect separately. Return this form by September 1. 2 1 Score Maple Leaf Shoes Ltd. Cose Study from Schwind, Canadian Human Resource Management, Ice Copyright 2019 McGrow Hill Education Ed. Excellent Good Average Fair Poor Quantity of work IN 3 C 3 comuting skills Hole Play Asao x C CASE STUDY I Maple Leat Shoes X Cet Homework Help Witheo X + %20Leaf%20Case620Study 2011%2001%202).pdf 2/3 100% Quantity of work Quality of work Dependability at work Initiative at work Co-operativeness Communication Energy and enthusiasm Getting along with co- workers Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Total Supervisor's signature Employee's name Employee number Reynolds knows from her experience at the company that the forms were rarely retrieved for promotion or pay-raise analyses by her previous boss, McAllister. Because of this most supervisors may feel the evaluation program is a useless ritual The company has never offered any training for its supervisors on how to conduct performance reviews Then she thinks of Tim Lance, the consultant. Once, Clark had hired Lance to look into the present and future role of Maple Leaf Shoes personnel department and suggest appropriate action plans to improve its contribution to the organization and help the company meet its future challenges." In his final report, Lance had made a number of recommendations, but Clark DING 98 3 2 / 3 1 100% +1 O Communication Energy and enthusiasm Getting along with co- workers Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Total Supervisor's signature Employee's name Employee number Reynolds knows from her experience at the company that the forms were rarely retrieved for promotion or pay-raise analyses by her previous boss, McAllister. Because of this, most supervisors may feel the evaluation program is a useless ritual. The company has never offered any training for its supervisors on how to conduct performance reviews. Then she thinks of Tim Lance, the consultant. Once, Clark had hired Lance to look into the present and future role of Maple Leaf Shoes personnel department and suggest appropriate action plans to improve its contribution to the organization and help the company meet its future challenges." In his final report, Lance had made a number of recommendations, but Clark had put off any change until a new personnel manager was hired. Reynolds remembers that, among other items, the consultant recommended a new approach to appraising employee performance. She feels that this gives her a good reason to push for a revision of the current system. Time is a big issue. She has to prepare for contract negotiations with two separate unions next month. Two more are coming up a month later. She is confident that Clark will accept her recommendation to hire Lance again to come up with a new performance appraisal system Robert Clark has agreed to have Tim Lance review the performance evaluation process. The meeting is between Robert Clarke, President and Tim Lance, External Consultant to discuss the performance evaluation process, discuss the assignment, agree on deliverables and draft a contract for Tim Lance. Prepare the script between Robert Clarke and Tim Lance in which they discuss the assignment, agree on deliverables and discuss the contract. Submit the script and the following deliverables from the discussion in an appropriate format. Checklists information as a tool which was provided in the course can be used. 1. Agreed expectations and deliverables 2. Draft contract for Tim Lance 3. Draft project plan CHAPTER 8 CASE STUDY: Maple Leaf Shoes Ltd. Performance Appraisal Issues Maple Leaf Shoes Ltd. is a medium-sized manufacturer of leather and vinyl shoes located in Wilmington, Ontario. It was started in 1973, and currently employs about 500 persons in its Wilmington plant and some 200 more in offices and warehouses throughout Ontario. It is time for the annual performance appraisal, the "ritual" as some managers call it. They have received the appraisal forms sent by the personnel department one week prior to the deadline. The current system was developed by John McAllister, the previous personnel manager, who recently left the company for a similar job in Toronto. McAllister believes that performance appraisal forms should be simple to understand and easy to complete, so he made one up himself (see Table 1). Supervisors have to assess each employee by August 31. The assessment is supposed to be discussed with the employee and then returned to the personnel department for filing in the employee's personnel records. If promotions come up, the cumulative ratings are to be considered at that time. The ratings are also supposed to be used as a check when raises are given Jane Reynolds, special assistant in the personnel department at Maple Leaf Shoes, looks at the pile of completed rating forms in front of her and shakes hes head. She dislikes the way performance evaluation in this company is conducted, and would have preferred to come up with a new approach. However, Robert Clark, the company president, has so far resisted any change and she feels hesitant to tell him what she thinks of it. e Contuliting Skills Role Play Air C CASE STUDY Maple Leaf Shoes X C Get Homework Witheo X + O 20Leaf%20Case%20Study%201%20(1)%2012).pdf 100% A month ago, Reynolds conducted an informal survey to find out how managers and employees felt about the current system. The results confirmed her hunch. Over 60 percent of the managers and more than 75 percent of the employees felt either indifferent or negative about the assessment system. Close to 50 percent of the supervisors filled out the forms in three minutes or less and returned the form to personnel without discussing the results with their staff. Another 40 percent spent sometime with the employees for feedback, but without much discussion. Only 10 percent tried to do an effective performance feedback job by giving each employee detailed feedback and setting new objectives TABLE 1 Performance Evaluation Form of Maple Leaf Shoes Ltd. Performance Evaluation Supervisors: Please complete this form for each of your employees. Evaluate each performance aspect separately. Return this form by September 1. 2 1 Score Maple Leaf Shoes Ltd. Cose Study from Schwind, Canadian Human Resource Management, Ice Copyright 2019 McGrow Hill Education Ed. Excellent Good Average Fair Poor Quantity of work IN 3 C 3 comuting skills Hole Play Asao x C CASE STUDY I Maple Leat Shoes X Cet Homework Help Witheo X + %20Leaf%20Case620Study 2011%2001%202).pdf 2/3 100% Quantity of work Quality of work Dependability at work Initiative at work Co-operativeness Communication Energy and enthusiasm Getting along with co- workers Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Total Supervisor's signature Employee's name Employee number Reynolds knows from her experience at the company that the forms were rarely retrieved for promotion or pay-raise analyses by her previous boss, McAllister. Because of this most supervisors may feel the evaluation program is a useless ritual The company has never offered any training for its supervisors on how to conduct performance reviews Then she thinks of Tim Lance, the consultant. Once, Clark had hired Lance to look into the present and future role of Maple Leaf Shoes personnel department and suggest appropriate action plans to improve its contribution to the organization and help the company meet its future challenges." In his final report, Lance had made a number of recommendations, but Clark DING 98 3 2 / 3 1 100% +1 O Communication Energy and enthusiasm Getting along with co- workers Excellent Good Average Fair Poor Excellent Good Average Fair Poor Excellent Good Average Fair Poor Total Supervisor's signature Employee's name Employee number Reynolds knows from her experience at the company that the forms were rarely retrieved for promotion or pay-raise analyses by her previous boss, McAllister. Because of this, most supervisors may feel the evaluation program is a useless ritual. The company has never offered any training for its supervisors on how to conduct performance reviews. Then she thinks of Tim Lance, the consultant. Once, Clark had hired Lance to look into the present and future role of Maple Leaf Shoes personnel department and suggest appropriate action plans to improve its contribution to the organization and help the company meet its future challenges." In his final report, Lance had made a number of recommendations, but Clark had put off any change until a new personnel manager was hired. Reynolds remembers that, among other items, the consultant recommended a new approach to appraising employee performance. She feels that this gives her a good reason to push for a revision of the current system. Time is a big issue. She has to prepare for contract negotiations with two separate unions next month. Two more are coming up a month later. She is confident that Clark will accept her recommendation to hire Lance again to come up with a new performance appraisal system Robert Clark has agreed to have Tim Lance review the performance evaluation process. The meeting is between Robert Clarke, President and Tim Lance, External Consultant to discuss the performance evaluation process, discuss the assignment, agree on deliverables and draft a contract for Tim Lance. Prepare the script between Robert Clarke and Tim Lance in which they discuss the assignment, agree on deliverables and discuss the contract. Submit the script and the following deliverables from the discussion in an appropriate format. Checklists information as a tool which was provided in the course can be used. 1. Agreed expectations and deliverables 2. Draft contract for Tim Lance 3. Draft project plan