Performance Management System Training Case Study: Training and Development The sales division in Global AXA company in Netherland realized that a newly designed performance management system for their support staff would require a formal training program. Designing and implementing the new performance management system was a challenge for the organization; the last system was unpopular with employees, and negative feelings about the value of performance management linger. Some of the issues identified with the previous performance management system included: Annual deadlines to complete the process were missed by many staff members. Some staff members were confused about what exactly needed to be completed and when. There were complaints that the previous system was a waste of time and that there were no measurable outputs. A trade union representative felt the system was not appropriate for all staff members. Criteria on the forms were irrelevant to support staff. For example, support staff could not set objectives in pupil progress or have lessons observed. There was little attention on identifying training needs, and where needs had been identified, there was no follow-up with appropriate actions. Appraisals were led by teachers with little knowledge of their appraisees jobs. Performance meetings were a one-way process; often, performance goals were identified before the meeting and without the appraisees input. A new system was designed in consultation with all stakeholders to address the issues raised with the previous system. Top management felt that a formal training program was vital to ensure all employees supported the new system especially for all the management levels. This case study demonstrates how the training was designed and delivered and some of the complexities involved in this process . Based on the above case,

1. Explain the major phases of the designing this performance management system training program.

2 Discuss factors to be considered in designing training program for managers.