Corporate leaders and managers at CanGo are having problems with the company’s performance evaluation scheme. The current scheme is not an effective management tool with regards to ranking purposes. The flawed scheme prevents the company from rewarding deserving personnel with appropriate promotions and bonuses.
CanGo’s corporate leaders must develop effective performance evaluation scheme. They must provide a common frame of reference in evaluating all employees. However, it is important to develop evaluation standards that are job-related.
Employees working in the management-information system of the company must be evaluated based on job descriptions. A separate evaluation scheme must be created for those assigned to the accounting department. Another set must be created for those assigned to another department of the company.
It requires a great degree of commitment from the Human Resource Department to develop performance evaluation schemes suited for different types of jobs within the company. Nevertheless, the framework used must communicate the objectives and goals that successful employees should meet (Wilson, 2012).
In addition, managers must know beforehand the things that they needed to discuss with their subordinates. This is important especially when it comes to discussions on employee performance. This type of information is needed in pointing out areas that require improvement. The evaluation process must not be biased.
Leadership and Management
The company’s Human Resource strategy failed to improve the performance levels of employees. The problem became apparent when poor performers were rewarded with high ratings in the recently concluded performance evaluation program.
After overhauling the performance evaluation scheme of CanGo, the company must focus its attention in hiring a qualified Human Resource manager. A competent HR manager is able to establish a feedback mechanism that will communicate in no uncertain terms the problem areas that require improvement.
The company struggles to communicate certain corporate standards. Thus, some of the workers had no idea that they did not meet the company’s quality and efficiency standards. Working in conjunction with corporate heads, the HR department must create a feedback mechanism that provides unbiased reviews, and recommendations regarding a particular employee’s recent job performance. As a result, low-performing workers in the IT department will be informed that they need to improve their technical capabilities.
Upgrading the company’s capability to collect information regarding an employee’s job performance is a good starting point in transforming CanGo’s corporate culture. Data management software must be acquired in order to store, process, and provide easy access to pertinent information during performance reviews. It is imperative to point out that the employees must receive appropriate feedback at the end of the performance evaluation process (Cavaleri, 2005).
The existence of an efficient knowledge management system will help the employees appreciate the company’s unbiased performance evaluation scheme. One of the functions of the knowledge management system is to track individual performances. The system can monitor mundane activities, such as, absenteeism.
Moreover, the knowledge management system can track more complicated activities, such as, individual sales and the contributions made towards a particular project. Armed with this type of information, a manager is confident to point out the root cause of poor performance. However, they also have the capability to point out exemplary achievements that must be rewarded with bonuses or promotions.
The company must learn to prioritize projects that are cost-efficient to produce. More importantly, the company must develop products that will have a positive impact on the firm’s revenue. Since the company is in the highly competitive world of Information Technology, the first step is to understand the nature of products and services produced in the IT sector.
It is imperative to create a development strategy that is time-bound. This means that the company must commit to certain deadlines. It is important to establish a corporate culture that values excellence in the workplace. A significant component of an excellent performance is the ability to manage project deadlines.
The recent fiasco regarding the failure to establish an online gaming platform is just one of the problematic areas within CanGo’s corporate culture. In the initial phase of the project, certain managers were enthusiastic when it comes to promoting the strategic value of the said online gaming platform. As a result, investors made the commitment to push through with the project.
However, halfway through the project’s life cycle, some of the managers assigned to the gaming platform made known their intention to terminate the project. They wanted to focus their attention on another project.
It is not prudent to move from one project to the next, because Information Technology is characterized by the need for constant upgrades and improvements. Thus, the company will fail to present a new product to the satisfaction of the shareholders and other stakeholders. A car manufacturer can afford to develop a single car model to generate profits for the company.
The same thing cannot be said of IT products. IT products require extensive testing. After its release to the market, it will only take a few years for the technology to become obsolete (Bradford & Burke, 2005). Thus, it is important for the corporate leaders of CanGo to prioritize speed and efficiency when it comes to the development of IT products and services.
Bradford, D., & Burke, W. (2005). Reinventing organization development: New approaches to change in organizations. CA: John Wiley & Sons.
Cavaleri, S. (2005). Knowledge managership. MA: Elsevier Butterwoth-Heinemann.
Wilson, M. (2012). The handbook of work analysis. New York: Taylor & Francis Group.