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Question 4 (25 Marks) A structured performance management process can strongly support ongoing efforts to build accountability into the organisational culture. It helps to keep everyone aligned with the strategic goals, and it focuses people's attention on what needs to get done, by when. Without it, management can easily get off track and forget to measure and reward what we have told everyone is important. In light of this statement, provide a detailed comparative analysis on the suitability of the Behavioural and Results approaches to performance management for the selected organisation, and evaluate the best practices in the provision of performance feedback. IBM's HR takes a risk With a 5100 milion mbucturing effort. HR. IBM has a lot to prove - and kreishes the challenge When San Palmisano took over chairman and CEO in 2005, the wont was over. His predecessor Lou Gerstner handed over a company in much better financial shape than it was in 1993 when Gersther took the heim and the company was nearing bankruptcy With solid financial feating, Palmisano was able to focus on his vision for IBM, the company where he spent his entire career. Palmisanost out to receiBM as a globally integrated enterprise that broke away from the pack on the strength of its human capital-not solely on its portfolio of products When Palmisano announced his signature Business Transformation initiative, te called for IBM to establish an on demand global supply chain that provides customers with IBM products and services - software Hardware, business processing, consulting and more - wherever and whenever they need it. He then eliminated layers of management bureaucracy and moved the workforce closer to its grobal clients so that the company could come on service delivery Today.under Palmisano, the IT plant generates more than $20 billion in revenues With 330000 employees, is among the 15 largest publicly traded companies in the world Central to its resurgence is is recognition that human capitalis its most distinctive and manageable asset Companies that rely on technological or manufacturing innovation alone cannot expect to dominate their markets indelintely Competitors can and do catch up The Gualty and strategic deployment of talent as what seperate winners from the also fans. That's why Palmisano chose to centre IBM's business Strategy on the belief that its people are, and will continue to be IBM's key market diferentiator HR and blent management - not computers are BM's core business HR at centre stage As a result of Palmisano's initiativeHR finds itself in the spotlight No need to fight for a seat at the table. No struggle to convince line executives that should be their business partner HR job is to deliver the people to establish a ready supply chain of talent that wil of perform the competition from top to bottom from the executive Suite to the factory floor Palmisano has made it clear that if the company begins to lose revenue of market share, R's piece of the responsity will come from not delivering the right people to the right jobs at the right time. In this case, the head belongs to Randy MacDonald, senior vice president of HR. A seasoned HR executive MacDonald has Palmisano's ear and the respect of his flow executives in the C-suite. His fingerprints are al over the key strategic and operational decisions of the corporation. They know Randy can cut costre people call a spade a spade. He has a history in the way he has stood up to union drives and he has taken criticism for IBM's cuts in pensions and other benefits for retirees, says Fred Foulkes professor and director of the Human Resources Policy institute at Boston University School of Management His success has earned him the confidence at the top level. The more success you have the more license you're granted Foulkes explain MacDonald fastikan tratense and run wit. Foukes says BHR operation and MacDonald's business orientation are cutting edge Clearly a later like Randy has enormous impact he says. He leaning this generation's top HR aders Now MacDonald is taking a big nisk He's gambling on a radical HR restructuring that must pan out for IBM to continue as a market leader don't mean to be arrogant about it. But this is leasing-edge, he claims. My team is doing things in the twenty-first century that nobody else has done. It's the wave of the future HR's reggamble M's strategie gamble Keeping the human capita woh towing wearing undertaking one aconald says discussed in general circles but has not been done. The challenge led him to the way HR delivers services. He says typical HR organisations operates of losing employee relations bereits diversity structure that's elective and efficient localist Don't think about so think about end to end True to his word in December. MacDonald announced a wow $100 torsion of the Workplace Management which gerade 330.000 sec of the customers. One yer consists of tree and technical resort and its agent and the trudis rank and femployees Separate crostacional conserve each layer by the end of this year. MacDonald says. We manage each person within each rechny Young and comes in people! ng people within thered McDonaldsonsby to change we plans of sich unter and we going to have decide whisks 1 need three years from now to compete in these have to lock that ting skills have that will become so Using metri, Dondoshis worryin 22% of our wonder whave bee of the 225.855 have come cold on to my for the year from now. The reaning the one torbe Roles and Sailsets No one is strom being in the beategory. Everyone on top to boton will be assessed and assessed will have the opport bey can and want to frer compressed wees en Those who we ding necessary competencies Under WMA, every that we manage and curly has been identified and defined Ali employees playstorer, sometimes we maybe event for exam. Ted Hot Vicerede for learning sa warning leader and manager died what people do neachd determined the function expertise or skill sets that there in each There are 2000 al desey defined and measurable, and monitored by MacDonald and his by the end of a yow.cachepje wil we concedent and reviewed it was or her manager to discuss the level master the world has achieve in sachet The manager wil being with a checklist of its that you'll need for your job Helene. This will provide precision to performance and to wait for a road mapa show wave developed each person. We re not sure how well you perform on test. Weesung how you ve demonstrated in through your petoro Assessers in hand employees will be where they stand you where your walls, which is you have that will become obite and how to become will down the road. MacDonald say. We direct you to ang programes that will prepare you for the MacDonald says that the salyaning system should be more booster People will back and say. This, you fedme. Now we got time do something about some people want there will choose to a out there's nothing I can do about the says. There are can't get the they don't have the intelectus capability of these to do. But whatever happens, people will be able to decide for themselves. Three years from now can look people in the eye and say, "We told you, but you didnt The purpose of the son of who has the seeded for an open position anywhere in De world and quicky twil mennes Security about what he will be and when 4 of 6 Under WMI, every role that we managers and executive play-in-has been entified and defined. Are employees play least one room water tre for en Ted Holtvice resident for learning, warming ease and a mananalysed what people on scholendered the function expertise oslo herrench There are 1000 iets allowey defined and measurable, and monitored by MacDonald and his By the end of this year, ployee will have conducted a selsement and his or her manager to discuss the level of master the work has achieve in het The manager will be sting with a checklist of that you'll need for your job on This will provide bout performance and also will offer a road map to now ww developed each person were notering how well you perform on with steering how you've demonstrastery inch rouge your performance Assessments in an employees will be told where they stand you where we see your skills, which sits you Novet wil become one and what we word. MacDonald say. We direct you to bring that will prepare you for the MacDonald says that the cayaning system to be more booster People will st back and say get this, you notified me. Now Ive got time so do something about Yet some people wont There's a great choose to opt out there's nominicando out he says there that can get to let they don't have the electus cability of the leto do out whatever happens, people will be able to decide for the three years from now. can look people in the eye and say he told you. but you diddo The purpose of the ratings so attacDonald anywhereas the streed for an open position anywhere in the world and they will means have security to whether we and where will be in the decade the best customers and where they are the HR has to flow Assembling them To us this strategy throughout the global company MacDonald to assemblea that is truly business oriented Ken Culo vicepresidenttorget Amork NY. Gradon who wenigde work with the managing directors of sinshasa Technology Services (GTS) and Global Business Service The talent directors report to me borrectly with the user there to support the says. They de a lot of similar activities, hepng to develop strategic and operations plans but in different contest youre a Salent director in Hardware, you may deal with sosete to product decycle is a nice business, you may be working on Integrating Solutions The tea binent directors is knowledge of the business secony ponto do understand the buses you reporting you can't be You God HR de you can always learn HR Deep subject matter is mortant in some areas like compensation. But from a peneralist standport, some of our most interesting fires controlside R harting for HR Calo says she intrigued by the business worly has been the new year he business, good end good com Kari Barbe. vice president de ses experienced were engine Barthomed in Research Triangle Park, Crecently transferred into two recte Danielsserier vice president of GTS in Somers NY Fire years ago. I would not considered ning hard open to the way. But now, that our ability to develop expertise what distinguishes competitors. R. Tolved in driving the of the company Services work with the managing directors of IBM's line units such as Global Technology Services (GTS) and Global Business The talent directors report to me but work directly with the business leader they're assigned to support,' she says. They do a lot of similar activities, helping to develop strategic and operations plans but in different contexts. If you're a talent director in Hardware, you may deal with issues relative to product life-cycle; in a service business, you may be working on integrating solutions The tie that binds all talent directors is knowledge of the individual business sectors. "If you are an HR person who doesn't understand the business you're supporting, you can't be successful,' says Calo. You don't necessarily need an HR degree; you can always learn HR. Deep subject-matter expertise is important in some areas like compensation. But from a generalist standpoint, some of our most interesting hires come from outside HR. In recruiting for HR, Calo says she's Intrigued by the business professional who really has been out there on the line who really understands the business, has good judgement and good common sense. Kari Barbar, vice president of teaming is an example. An experienced hardware engineer, Barbar, who is based in Research Triangle Park, N.C., recently transferred into HR to work directly with Mike Daniels, senior vice president of GTS in Somers, N.Y. Five years ago, I would not have considered leaving hardware development to move to HR, she says. But now, I see that our ability to develop expertise is what distinguishes IBM from its competitors. In HR, I'm involved in driving the transition of the company.' Barbar's job is to determine the professional and technical skills that her client, Daniels, requires to grow GTS. She must provide both the selection of talent and training of existing talent and demonstrate to Daniels' satisfaction that she has delivered value. To help develop those skill sets across the board, last year, IBM spent more than $700 million training its workforce. Ninety-five percent of the funding came not from HR's budget, but from line managers budgets. Putting the training line item on managers budgets ensures that the training is connected to their business goals. At the end of the day, HR and MacDonald will have to produce evidence to the line managers who funded the training that is has helped to keep the pipeline flowing The pipeline also includes senior-level positions. Succession planning is a standing agenda item at Palmisano's monthly executive team meetings, Calo, Palmisano and his direct reports discuss the merits of candidates for any open senior-level position. We present a diverse state of candidates who can fill the role, describe the competencies they have and those that are required for the position, Calo says. "After discussion and consensus within the Operating Team members, the position is filled Source: https://www.shrm.orgih-todayews/he-magazine/pages/0407grossman.aspx Question 4 (25 Marks) A structured performance management process can strongly support ongoing efforts to build accountability into the organisational culture. It helps to keep everyone aligned with the strategic goals, and it focuses people's attention on what needs to get done, by when. Without it, management can easily get off track and forget to measure and reward what we have told everyone is important. In light of this statement, provide a detailed comparative analysis on the suitability of the Behavioural and Results approaches to performance management for the selected organisation, and evaluate the best practices in the provision of performance feedback. IBM's HR takes a risk With a 5100 milion mbucturing effort. HR. IBM has a lot to prove - and kreishes the challenge When San Palmisano took over chairman and CEO in 2005, the wont was over. His predecessor Lou Gerstner handed over a company in much better financial shape than it was in 1993 when Gersther took the heim and the company was nearing bankruptcy With solid financial feating, Palmisano was able to focus on his vision for IBM, the company where he spent his entire career. Palmisanost out to receiBM as a globally integrated enterprise that broke away from the pack on the strength of its human capital-not solely on its portfolio of products When Palmisano announced his signature Business Transformation initiative, te called for IBM to establish an on demand global supply chain that provides customers with IBM products and services - software Hardware, business processing, consulting and more - wherever and whenever they need it. He then eliminated layers of management bureaucracy and moved the workforce closer to its grobal clients so that the company could come on service delivery Today.under Palmisano, the IT plant generates more than $20 billion in revenues With 330000 employees, is among the 15 largest publicly traded companies in the world Central to its resurgence is is recognition that human capitalis its most distinctive and manageable asset Companies that rely on technological or manufacturing innovation alone cannot expect to dominate their markets indelintely Competitors can and do catch up The Gualty and strategic deployment of talent as what seperate winners from the also fans. That's why Palmisano chose to centre IBM's business Strategy on the belief that its people are, and will continue to be IBM's key market diferentiator HR and blent management - not computers are BM's core business HR at centre stage As a result of Palmisano's initiativeHR finds itself in the spotlight No need to fight for a seat at the table. No struggle to convince line executives that should be their business partner HR job is to deliver the people to establish a ready supply chain of talent that wil of perform the competition from top to bottom from the executive Suite to the factory floor Palmisano has made it clear that if the company begins to lose revenue of market share, R's piece of the responsity will come from not delivering the right people to the right jobs at the right time. In this case, the head belongs to Randy MacDonald, senior vice president of HR. A seasoned HR executive MacDonald has Palmisano's ear and the respect of his flow executives in the C-suite. His fingerprints are al over the key strategic and operational decisions of the corporation. They know Randy can cut costre people call a spade a spade. He has a history in the way he has stood up to union drives and he has taken criticism for IBM's cuts in pensions and other benefits for retirees, says Fred Foulkes professor and director of the Human Resources Policy institute at Boston University School of Management His success has earned him the confidence at the top level. The more success you have the more license you're granted Foulkes explain MacDonald fastikan tratense and run wit. Foukes says BHR operation and MacDonald's business orientation are cutting edge Clearly a later like Randy has enormous impact he says. He leaning this generation's top HR aders Now MacDonald is taking a big nisk He's gambling on a radical HR restructuring that must pan out for IBM to continue as a market leader don't mean to be arrogant about it. But this is leasing-edge, he claims. My team is doing things in the twenty-first century that nobody else has done. It's the wave of the future HR's reggamble M's strategie gamble Keeping the human capita woh towing wearing undertaking one aconald says discussed in general circles but has not been done. The challenge led him to the way HR delivers services. He says typical HR organisations operates of losing employee relations bereits diversity structure that's elective and efficient localist Don't think about so think about end to end True to his word in December. MacDonald announced a wow $100 torsion of the Workplace Management which gerade 330.000 sec of the customers. One yer consists of tree and technical resort and its agent and the trudis rank and femployees Separate crostacional conserve each layer by the end of this year. MacDonald says. We manage each person within each rechny Young and comes in people! ng people within thered McDonaldsonsby to change we plans of sich unter and we going to have decide whisks 1 need three years from now to compete in these have to lock that ting skills have that will become so Using metri, Dondoshis worryin 22% of our wonder whave bee of the 225.855 have come cold on to my for the year from now. The reaning the one torbe Roles and Sailsets No one is strom being in the beategory. Everyone on top to boton will be assessed and assessed will have the opport bey can and want to frer compressed wees en Those who we ding necessary competencies Under WMA, every that we manage and curly has been identified and defined Ali employees playstorer, sometimes we maybe event for exam. Ted Hot Vicerede for learning sa warning leader and manager died what people do neachd determined the function expertise or skill sets that there in each There are 2000 al desey defined and measurable, and monitored by MacDonald and his by the end of a yow.cachepje wil we concedent and reviewed it was or her manager to discuss the level master the world has achieve in sachet The manager wil being with a checklist of its that you'll need for your job Helene. This will provide precision to performance and to wait for a road mapa show wave developed each person. We re not sure how well you perform on test. Weesung how you ve demonstrated in through your petoro Assessers in hand employees will be where they stand you where your walls, which is you have that will become obite and how to become will down the road. MacDonald say. We direct you to ang programes that will prepare you for the MacDonald says that the salyaning system should be more booster People will back and say. This, you fedme. Now we got time do something about some people want there will choose to a out there's nothing I can do about the says. There are can't get the they don't have the intelectus capability of these to do. But whatever happens, people will be able to decide for themselves. Three years from now can look people in the eye and say, "We told you, but you didnt The purpose of the son of who has the seeded for an open position anywhere in De world and quicky twil mennes Security about what he will be and when 4 of 6 Under WMI, every role that we managers and executive play-in-has been entified and defined. Are employees play least one room water tre for en Ted Holtvice resident for learning, warming ease and a mananalysed what people on scholendered the function expertise oslo herrench There are 1000 iets allowey defined and measurable, and monitored by MacDonald and his By the end of this year, ployee will have conducted a selsement and his or her manager to discuss the level of master the work has achieve in het The manager will be sting with a checklist of that you'll need for your job on This will provide bout performance and also will offer a road map to now ww developed each person were notering how well you perform on with steering how you've demonstrastery inch rouge your performance Assessments in an employees will be told where they stand you where we see your skills, which sits you Novet wil become one and what we word. MacDonald say. We direct you to bring that will prepare you for the MacDonald says that the cayaning system to be more booster People will st back and say get this, you notified me. Now Ive got time so do something about Yet some people wont There's a great choose to opt out there's nominicando out he says there that can get to let they don't have the electus cability of the leto do out whatever happens, people will be able to decide for the three years from now. can look people in the eye and say he told you. but you diddo The purpose of the ratings so attacDonald anywhereas the streed for an open position anywhere in the world and they will means have security to whether we and where will be in the decade the best customers and where they are the HR has to flow Assembling them To us this strategy throughout the global company MacDonald to assemblea that is truly business oriented Ken Culo vicepresidenttorget Amork NY. Gradon who wenigde work with the managing directors of sinshasa Technology Services (GTS) and Global Business Service The talent directors report to me borrectly with the user there to support the says. They de a lot of similar activities, hepng to develop strategic and operations plans but in different contest youre a Salent director in Hardware, you may deal with sosete to product decycle is a nice business, you may be working on Integrating Solutions The tea binent directors is knowledge of the business secony ponto do understand the buses you reporting you can't be You God HR de you can always learn HR Deep subject matter is mortant in some areas like compensation. But from a peneralist standport, some of our most interesting fires controlside R harting for HR Calo says she intrigued by the business worly has been the new year he business, good end good com Kari Barbe. vice president de ses experienced were engine Barthomed in Research Triangle Park, Crecently transferred into two recte Danielsserier vice president of GTS in Somers NY Fire years ago. I would not considered ning hard open to the way. But now, that our ability to develop expertise what distinguishes competitors. R. Tolved in driving the of the company Services work with the managing directors of IBM's line units such as Global Technology Services (GTS) and Global Business The talent directors report to me but work directly with the business leader they're assigned to support,' she says. They do a lot of similar activities, helping to develop strategic and operations plans but in different contexts. If you're a talent director in Hardware, you may deal with issues relative to product life-cycle; in a service business, you may be working on integrating solutions The tie that binds all talent directors is knowledge of the individual business sectors. "If you are an HR person who doesn't understand the business you're supporting, you can't be successful,' says Calo. You don't necessarily need an HR degree; you can always learn HR. Deep subject-matter expertise is important in some areas like compensation. But from a generalist standpoint, some of our most interesting hires come from outside HR. In recruiting for HR, Calo says she's Intrigued by the business professional who really has been out there on the line who really understands the business, has good judgement and good common sense. Kari Barbar, vice president of teaming is an example. An experienced hardware engineer, Barbar, who is based in Research Triangle Park, N.C., recently transferred into HR to work directly with Mike Daniels, senior vice president of GTS in Somers, N.Y. Five years ago, I would not have considered leaving hardware development to move to HR, she says. But now, I see that our ability to develop expertise is what distinguishes IBM from its competitors. In HR, I'm involved in driving the transition of the company.' Barbar's job is to determine the professional and technical skills that her client, Daniels, requires to grow GTS. She must provide both the selection of talent and training of existing talent and demonstrate to Daniels' satisfaction that she has delivered value. To help develop those skill sets across the board, last year, IBM spent more than $700 million training its workforce. Ninety-five percent of the funding came not from HR's budget, but from line managers budgets. Putting the training line item on managers budgets ensures that the training is connected to their business goals. At the end of the day, HR and MacDonald will have to produce evidence to the line managers who funded the training that is has helped to keep the pipeline flowing The pipeline also includes senior-level positions. Succession planning is a standing agenda item at Palmisano's monthly executive team meetings, Calo, Palmisano and his direct reports discuss the merits of candidates for any open senior-level position. We present a diverse state of candidates who can fill the role, describe the competencies they have and those that are required for the position, Calo says. "After discussion and consensus within the Operating Team members, the position is filled Source: https://www.shrm.orgih-todayews/he-magazine/pages/0407grossman.aspx