Performance Management at WISDOM Co Ltd You are a consultant in performance management, and one day you received a call from WISDOM Co Ltd would like to invite you to provide consultant advice to them, in which you have conducted a number of interviews and investigations with the summary as below. WISDOM Co Ltd is a manufacturer and wholesaler of a number of renowned brands in the healthcare sector. In a way to expand its business, WISDOM relies on their subsidiaries worldwide to sell its branded products across the location. As the headquarter, WISDOM's sales success or failure rests in the hands of sales representatives employed by the subsidiaries operating remotely. WISDOM faces a challenging situation because it does not have control over the people working for different locations. It is the performance of these individuals that dictates WISDOM's sales success. About a year and a half ago, under immense pressure from competition, WISDOM aimed to improve the performance of the sales representatives but found that it was no easy task. There was neither clear understanding nor documentation of the duties and responsibilities of sales representatives. Sales representatives varied greatly in terms of their level of needed skills and knowledge. Most sales representatives put out little effort beyond taking orders, and they did not feel motivated to make additional sales, not to mention providing good customer service. Finally, all subsidiries differed significantly regarding their business strategies. Attempting to overcome the difficulties of improving the performance of sales representatives, WISDOM proposed to initiate a performance appraisal process for the sales representatives and agreed to fund a performance bonus scheme for the sales representatives. The performance bonus was provided in addition to the sales representatives' regular commission. Being thrilled with the idea of pay for performance, the subsidiaries heads supported the implementation of performance appraisal process. As a first step, the subsidiaries heads adopted a company-wide mission statement primarily highlighted the utmost importance of achieving high-quality customer service and that customer service is the sustainable way of gaining sales success. This mission statement was posted in all offices, and each subsidiaries head spoke with his sales representatives about the contribution made by individual sales on achieving their mission. As a second step, the subsidiaries heads set and assigned sales quotas for each sales representative and provided detailed explanation on such quotas and how they are tied to the performance bonus. Furthermore, as part of the performance appraisal process, formal appraisal meetings were also conducted half-yearly between subsidiaries heads and sales representatives. However, besides the determination of performance bonus, the formal appraisal meetings were unstructured and consisted of little more than a reiteration of sales quotas. Back on the job, subsidiaries heads regularly reminded their sales representatives of their sales quotas and gave them informal feedback regarding their standing in relation to their sales quotas. The new performance appraisal process has been adopted for more than a year. Although sales quotas were being met for the first six months, most of the subsidiaries received a lot of complaints from customers about poor customer service of sales representatives. Subsequently, sales began to decline. Furthermore, many orders were often incorrect, forcing customers to return items to WISDOM. The subsidiaries consider that they have already waited long enough to see the value of the performance appraisal process and are now questioning about its effectiveness. While WISDOM's performance appraisal is an improvement over no performance appraisal (at least initially), the subsidiaries are still far from having an effective performance appraisal process. Submit a written assignment (800 - 1,200 words, in Word format) and answer the following questions using the table provided Make use of headings/subheadings and point form wherever appropriate to facilitate the instructor's reading and understanding of your assignment Case Questions: (1) Please identify 5 potential problems with elaborations of your reasoning. (50 marks, 10 marks each). For each of the potential problems, you are recommended to explain in the format as below, a. what is the problem, (2 marks) b. what is the current situation. Please quote the phrase from the article to reflect the current situation; (4 marks) c. why you think it is a potential problem (2 marks) d. What is the consequence if WISDOM keep on using the current practice. (2 marks) (2) Based on each of your problems identified, provide specific improvement suggestions with reasons to better measure the performance of their sales representatives (50 marks, 10 marks each). Please elaborate your reasoning in details. For each of the potential problems, you are recommended to explain in the format as below, a. what would be your suggestion(s) (2 marks) b. Why you think your suggestion(2) could help improve the situation (4 marks), c. what steps WISDOM should do to implement your suggestion(s) (4 marks) Problemi What is the problem (2 marks) What is the current situation Please quote the exact phrase from the article to reflect the current situation; (4 marks) Why you think it is a potential problem (2 marks) What is the consequence WISDOM keep on using the Current practice. (2 marks) What would be your sugestion(s) (2 marks) Why you think your suggestion(s) could help improve the situation (dmarks) What steps WISDOM should do to implement your ustions) Format