Based on Case Study 7-1: Implementing a Performance Management Communication at

Question

Based on Case Study 7-1: Implementing a Performance Management Communication at Accounting, Inc. on page 192 of the textbook, answer the following questions:

192 Part II System Implementation CASE STUDY 7-1 Implementing a Performance Management Communication Plan at Accounting, Inc. Accounting, Inc. is a consulting and accounting firm strategic priorities and how performance scores would be headquartered in Amsterdam, the Netherlands. Recently, related to monetary rewards. In these communications, Accounting, Inc. implemented a performance management Accounting, Inc. detailed how the perfomance system worked, system. The first step in the implementation of the new how the raters were chosen, how performance feedback was system was the development of a set of core competencies used, and other details about the system. The information also that would be used to evaluate most employees regardless of outlined the benefits employees could expect from the new sys function or level. In addition, each employee was evaluated tem as well as employees' responsibilities regarding the system. using more job-specific performance dimensions Please evaluate Accounting, Inc.'s communication plan. Specifically, does it answer all of the questions that a good communication plan should answer? Which questions are left unanswered? How would you provide answers to the As the first step in the communication plan, the employees received individual e-mail messages asking them to define what the core competencies meant to them and to give descriptions and examples of how each of the core compe- tencies played out in their specific positions. Next, the company held meetings, handed out frequently asked questions (FAQs) sheets, and placed posters around the company detailing how the core competencies were related to the organization's unanswered questions (if anyl? Source: Adapted from P. Brotherton, "Meyners Pays for Performance: Changing a Compensation System Is a Sensitive Undertaking: Here's How One Firm Handled It." Journal of Accountancy 962003): 41-46

Explanation / Answer

Accounting Inc.'s communication plan for performance management system includes answers to most of the questions. For example, the management held the initial meetings, handed over FAQs sheets, and placed poster around the company in order to explain the link between focusing on core competencies and meeting the strategic objective of the organization. Also, it explains clearly the reward system i.e. addressing the query of "What's for me?" or in other words, benefits of the system to the employees. Moreover, it answers the question "How does it work" by explaining minute details such as how the raters are chosen or how will be the feedback system. Finally, it also elaborates the responsibilities of each employee to make this system a success.

Though most of the questions were answered, some are still not addressed. The management has explained how core competency and strategic outcome are related but it should also focus on explaining how the very nature of this performance management system will bring strategic success. Moreover, the link between this new performance management system and other initiatives such as training, promotion, and succession planning is also missing in the communication plan.

To answer these unanswered question, the management should present information on the relationship between performance management and strategic planning. Especially, information needs to be provided on how the system will help accomplish strategic goals in the 'long-term'. Also, the management should explain the other aspects of HR such as training, promotion, and succession planning to the employees in the course of the communication plan. This can be effectively done by presenting hypothetical cases of career path where the growth projections of the employees become evident to them through the communication.

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