Mapping the Process onto Objectives Component: [brief description] Objective Addressed: [brief description of how it is addressed by the component] [Redesign process component] [Redesign process component] [Redesign process component] [Optional Redesign process component] [Resulting system component] [Resulting system component] [Resulting system component] [Optional system component] [Optional system component] How will you ensure it is an effective change process? Your CHRO calls you up (again) and lets you know that she was really impressed with your work on developing a selection process for the full-stack software development position. The new hire is integrating wonderfully. In fact, they were so impressed, you are receiving a promotion into a supervisory role with three employees who will report to you. Congratulations! Your first job as you step into this role is to redesign a performance management/development system. You will be supervising a group of HR employees who provide internal support to managers in the company on all things HR. Importantly, the company has recently acquired a smaller software development firm in order to expand its product lines. Because of this, your direct reports (i.e., employees who report to you) have very different expectations about work. Part 1: Because everyone in the company is trying to figure out how to handle this acquisition process, your CHRO wants you to send her a very brief description of your thoughts on the goals of the performance management/development redesign. As before, she is busy and wants this to be concise so think deeply about the five or six most important objectives and Provide 1 to 3 sentences for each, but don't exceed one page (page 2). Part 2: Next, she wants you to think carefully about how you will create a performance management/development process that meets these objectives. To that end, she asked that you identify each of the critical components of the development process and note how it will help you accomplish one or more of the objectives. Think through both process you might use to develop a performance management/development system (e.g., how managers may participate) as well as the resulting system itself (e.g., annual evaluations focused on core competencies). She provided a table for this (page 3) and asked that you limit it to one single-spaced page to ensure you focus on the most critical components. One more thing, she said to make sure you include how you will ensure this is an effective change process. Part 3: Finally, as in the hiring process, she has a particular interest in ensuring that whoever joins the team is the type of person who goes above and beyond the basic job description (i.e., good team is the type of person who goes above and beyond the basic job description (i.e., good "citizen). She asked you to craft a behaviorally anchored rating scale to determine whether they are the type of person that is a good organizational citizen. She said to make sure you defined both great and poor citizenship behaviors and use at least three facets to prevent scale deficiency. She included an example from one of her past assessments (page 4) and a template (page 5). She knows it is a stretch assignment for you but has full confidence you'll come through! Performance Management Redesign Goals Objective 1: Objective 2: Objective 3