At a time when the retail industry was undergoing rapid change and increased competition, Denada Group knew it needed to find more efficient and effective ways to keep its managers focused on performance management and results. Denada Group was using a complex, 100% paper process for performance reviews and check-ins for more than 15,000 global employees. They wanted to move toward a digital performance management strategy, but knew they needed to simplify the process first. Denada Group set up four traditional components that were stretched across three strategic touch points throughout the year. These touch points were supplemented with ongoing performance conversations that could be initiated by any employee, at any time. As Denada Group evolved its company-wide performance approach, they were happy to see immediate progress. 92% of employees were participating in goal-setting reviews, setting an average of six goals per employee. However, when they dug into the data, they found that 35% of individual goals created were misaligned or did not have an impact on the organization and its strategic priorities. They knew they needed to get better at goal alignment if they wanted to meet important business objectives. They scheduled ongoing performance conversations and continuous feedback. Although the three formal performance touch points in place were working, Denada Group knew teams needed to have goal conversations more frequently. They implemented informal “check-ins” that could be launched by any employee at any time. To ensure adequate time was made for important performance conversations and other performance related activities, Denada 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.They created intuitive goal conversation templates. Denada 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. They used recognition to keep performance conversations fresh. Denada Group wanted to bring performance conversations full circle by recognizing employee performance daily. They created recognition tool kits for managers including fun note cards, gift cards, and employee recognition tips. They also launched an online, peer-to-peer recognition program that generated an average of 140 recognition stories each week. By taking time to uncover the needs of its employees, and delegating time for managers to focus on performance, Denada Group was able to listen and act on employee voices and evolve their performance strategy for success. Questions: 1. In this, you'll show me how Denada Group evolved its performance management process and please tell me their 3 simple steps 2. What is your comments and do you think they already did a good job ? If not please you make your own creation and what will you make the changes ?

At a time when the retail industry was undergoing rapid change and increased competition, Denada Group knew it needed to find more efficient and effective ways to keep its managers focused on performance management and results. Denada Group was using a complex, 100% paper process for performance reviews and check-ins for more than 15,000 global employees. They wanted to move toward a digital performance management strategy, but knew they needed to simplify the process first. Denada Group set up four traditional components that were stretched across three strategic touch points throughout the year. These touch points were supplemented with ongoing performance conversations that could be initiated by any employee, at any time. As Denada Group evolved its company-wide performance approach, they were happy to see immediate progress. 92% of employees were participating in goal-setting reviews, setting an average of six goals per employee. However, when they dug into the data, they found that 35% of individual goals created were misaligned or did not have an impact on the organization and its strategic priorities. They knew they needed to get better at goal alignment if they wanted to meet important business objectives. They scheduled ongoing performance conversations and continuous feedback. Although the three formal performance touch points in place were working, Denada Group knew teams needed to have goal conversations more frequently. They implemented informal “check-ins” that could be launched by any employee at any time. To ensure adequate time was made for important performance conversations and other performance related activities, Denada 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.They created intuitive goal conversation templates. Denada 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. They used recognition to keep performance conversations fresh. Denada Group wanted to bring performance conversations full circle by recognizing employee performance daily. They created recognition tool kits for managers including fun note cards, gift cards, and employee recognition tips. They also launched an online, peer-to-peer recognition program that generated an average of 140 recognition stories each week. By taking time to uncover the needs of its employees, and delegating time for managers to focus on performance, Denada Group was able to listen and act on employee voices and evolve their performance strategy for success. Questions: 1. In this, you'll show me how Denada Group evolved its performance management process and please tell me their 3 simple steps 2. What is your comments and do you think they already did a good job ? If not please you make your own creation and what will you make the changes ?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter12: Managing Human Talent

Section: Chapter Questions

Problem 3OTJVC

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