To ensure adequate time was made for important performance conversations and other performance related activities, SAC Group implemented "Performance Days" - days strictly dedicated to employee performance. On these days, no task-related meetings are scheduled, and all work is set aside for the day. Conversations between managers, employees, and teams are all centered on performance. 2. They created intuitive goal conversation templates. SAC Group recognized that simply having more performance conversations wasn't enough - the conversations needed to include healthy dialogue, debate, and collaboration from managers and employees. They created 1-on-1 templates to help guide managers and employees through an effective and productive goal conversation. Check-in templates could be customized to the needs and work of individual teams and team members. The templates helped ensure conversations were focused on creating clear, aligned, and motivating goals. 3. They used recognition to keep performance conversations fresh. SAC Group wanted to bring performance conversations full circle by recognizing employee performance daily. They created recognition toolkits for managers including fun notecards, gift cards, and employee recognition tips. They also launched an online, peer-to-peer recognition program that gencrated an avcrage of 140 recognition storics cach weck. By taking time to uncover the needs of its employees, and delegating time for managers to focus on performance, SAC Group was able to listen and act on employee voices and evolve their performance strategy for success. Question 1 Evaluate the likely effectiveness of performance management process at SAC Group, within the context of your organisation or an organisation of your choice