Revamping the System

Read case study 11.5 in your textbook or here below. Upon reading it, answer all
questions, under the subsection QUESTIONS;
It is your first six months at your new job as an HR assistant at Groceries for You, a home delivery grocery
service. When you ask the HR director, Chang, about performance evaluations, he just rolls his eyes and tells
you to schedule a meeting in his Outlook calendar to discuss them. In the meantime, you gather some data
that might be helpful in your discussion with Chang.
Number of managers 4
Number of employees 82
Average span of control Delivery—38
Warehouse—24
Marketing/technology—16
Job types 11—customer service
1—delivery manager
1—warehouse manager
1—marketing and technology manager
38—delivery drivers
24—warehouse workers
1—tech support
5—marketing and website design
When you meet, Chang is very forward with you about the current process. “Right now, managers groan when
they are told they need to complete evaluations. The evaluations are general—we use the same form for all
jobs in the organization. It appears that promotion decisions are not based on the evaluations but instead tend
to be based on subjective criteria, such as how well the manager likes the individual. We really need to get a
handle on this system, but I haven’t had the time to do it. I am hoping you can make some recommendations
for our system and present them to me and then to the managers during next month’s meeting. Can you do
this?”
QUESTIONS;
Detail each step you will take as you develop a new performance evaluation system.
Identify specifics such as source, type of rating system, and criteria plans for each job category. Discuss
budget for each performance evaluation. Address how you will obtain management buy-in for the new process.
Answer length should be between 200-400 words per question. Quality above Quantity. Remember to integrate
your reading, the interview from your discussion board, your own experience, and your reflection from this
week's learning.