In a context where the company is evolving into a matrix organisation, should Telespazio adapt a double-rater system or should responsibility for performance appraisal be given to only one supervisor (e.g. the Business Unit Manager or the Country Manager)? What are the advantages and disadvantages of each approach?
Why is the Telespazio HR team concerned about equity and the selectivity of managers' evaluations? What actions would you suggest to improve managers’ rating skills?
3. How does Telespazio plan to address the transfer of the appraisal system to its foreign subsidiaries? What strategies would you suggest to facilitate this process?
Effective alignment of strategic goals and people development ensure that the operations of the company are running smoothly and it addresses the key challenges which are faced by enterprises in local and international markets. In this case, Telespazio should engage in a dual rate performance appraisal system which will assist it in aligning the human policies along with the strategic objectives of the enterprise. This strategy will enable the company in directly providing supervision to its employees and ensure them to appropriately see and evaluate the results of both the management and employees.
Advantages of Dual Rate Appraisal System
The main benefit is that it encourages the professional development of all the employees and the rates in the company. It provides the opportunity to use the feedback at every level in the company and assist employees in developing their talents. It provides self-awareness from different levels in the corporation because the rates and reviews are received from different levels of the enterprise (McClure and Bickel, 2014). The risk of biases is limited because the feedback is given from different levels and parties can also offer anonymous feedback.
Disadvantages of Dual Rate Appraisal System
Many times, the double-rater system can be used by the corporation for wrong purposes rather than using it for the purpose for which it was designed. The HR department also has to under different global laws and nuances while implementing this model. Since people can give anonymous reviews, it is difficult for them to establish a culture in the workplace which is comfortable because the review is anonymous.
Advantages of Supervisor Evaluation
It is the most common way to provide immediate supervisor who has the knowledge to under the issue and addresses the same. It is an easier and efficient process in which the supervisor can evaluate the performance of employees while they are working. It also enables them to improve their overall performance with the assistance of the supervisor.
Disadvantages of Supervisor Evaluation
One of the major shortcomings is that it is difficult for one supervisor to see and evaluate the performance of all employees. The reliance on one supervisor can lead to biases in the report regarding the performance of employees (Derrington and Campbell, 2015). The supervisor can be in other locations due to which it is difficult for him to evaluate the performance of those employees who are working in different division or department.
HR team Concern in Selectivity and Evaluation
For HR team members, maintaining transparency and equity are essential for ensuring effective implementation of the program. The corporation uses different medium of communication in order to transfer the key information regarding the program to all employees who are working at different levels. The managers and employees must be aware regarding the rules and policies of the program in order to ensure that it is implemented effectively. Without these policies, it is difficult to establish a performance appraisal program which is focused on ensuring that the feedback given by the manager is free from biases. Without proper knowledge, it becomes difficult for the management to correctly and efficiently provide feedback which adversely affects the efficiency of the whole program, therefore, the HR team concerned regarding the element of equity and selectivity of managers’ evaluations. In order to improve managers’ rating skills, the company can invest in providing training and coaching to the assessors to ensure that they are able to understand different rules and policies which will improve their overall skills (Rao, 2014). The PAT (Performance Appraisal at Telespazio) should be revised to implementing policies which strongly integrates with different operations to ensure that the manager is able to supervise different levels without facing any difficulties. The training will also enable them to provide feedback without biases, and it will also increase efficiency which will improve managers’ rating skills.
Plan to transfer the Appraisal System
Global integration between headquarter and foreign subsidiaries is necessary to create a global extension. The plan of Telespazio started with implementation of the system in Telespazio Argentina which is a pilot country. During this process, the corporation did not encounter any issues and the main HR team worked property with the local HR department. Firstly, the system was defined to the local HR manager who worked hard to ensure that all ten local supervisors are on-board with the program. In case of other countries such as Germany and France, the system was implemented by the end of September 2013. The leadership style and managerial practices of these countries are different along with their culture. The transfer of T-PAD (Telespazio Performance Appraisal for Development) becomes difficult since the French manager did not accept the implementation of the program, however, effective planning bring him on board as well. The plan of Telespazio focuses on first creating and building a strong relationship with the local manager and then brings other parties to ensure that they comply with the system.
There are various strategies which are recommended to facilitate this process. For instance, the employees should also be involved in this process to ensure that they did not resist change. The corporation should clearly define the benefits which the employees and managers will face after implementation of T-PAD to ensure that they understand why these policies are implemented. The cultural factors should be evaluated while transferring this program to ensure its effectiveness (Daoanis, 2012).
Daoanis, L.E., 2012. Performance Appraisal System: It’s Implication to Employee Performance. International Journal of Economics and Management Sciences, 2(3), pp.55-62.
Derrington, M.L. and Campbell, J.W., 2015. Implementing new teacher evaluation systems: Principals’ concerns and supervisor support. Journal of educational change, 16(3), pp.305-326.
McClure, S.M. and Bickel, W.K., 2014. A dual?systems perspective on addiction: contributions from neuroimaging and cognitive training. Annals of the New York Academy of Sciences, 1327(1), pp.62-78.
Rao, T.V., 2014. HRD audit: Evaluating the human resource function for business improvement. New Delhi: SAGE Publications India.