Sample Case - Study  This is a case-study of an organisation called Rags to Riches Retail – they are considering making changes to their staff appraisal processes and making cuts to their staff training programme. Imagine you are a consultant who has been asked for some help by this company. You have been given a summary of information about the company as attached. Background Information   This is a large retail company selling men’s and women’s clothing in the UK, Europe and Asia It is an international, team-based organisation with a strong focus on customer service There are opportunities for staff to gain experience internationally so there is some movement of staff between the outlets in different countries. Outlets are generally open 7 days per week from 9am to 10pm each day with some variation on Sundays and national holidays according to the variability in host-country legal requirements.   The CEO and Board of Directors are committed to a vision for a learning and feedback culture throughout the organisation. They have decided that they are ready to invest in the development of the Performance Management and Development Review process further to meet the changing needs of the business. In order to fund this, they are wondering whether they could possibly make cuts to their spending on staff training.   Rags to Riches: Current Appraisal Process The company recently rolled out a staff survey to explore views on the current appraisal system; the results of this are presented below.   Staff Survey Results 93% of employees have had a Performance & Development Review in the last year 41% of employees have had quarterly reviews to support their annual Performance & Development Review 77% of employees reported having had a positive experience from their Performance & Development Review 90% of employees have short term objectives 52% of employees have a formal record of their Performance & Development Reviews 87% of employees are actively working towards their PDP 79% of employees report that they have the opportunity to provide feedback informally to their manager and colleagues 34% of employees perceive that they receive accurate feedback in their appraisal 56% of Managers have had informal discussions with their subordinates about their career aspirations and related development needs 40% of employees are aware of the organisation’s succession planning process 78% of employees said they felt they lacked knowledge of colleagues’ and mangers’ job roles and responsibilities.   Rags to Riches: Current Training Processes   The company currently run the following: = an induction programme that is tailored to each host countries legal requirements; this is face to face for 3 days and is compulsory for all new staff = customer service training that is a 2 day, in-person workshop style programme specific to each country; this is compulsory for all new staff. Existing staff also have to attend this programme every 2 years as a skills refresher. = a leadership training programme that is rolled out on an annual basis online and which takes around 12 months to complete; this is for individuals aspiring to management positions. Access to the programme is via line-manager recommendation following the annual appraisal. = various bite-sized online training programmes that take between 15 minutes and an hour depending on the topic area. There has been a recent effort to collect some feedback and data regarding the training courses, though this is far from complete. What is currently known is presented below.   Training data   attendance records are kept for all face-to-face training programmes. basic completion records are kept for the online training feedback has been obtained for the leadership training programme only and this is as follows: - 93% of people enjoyed the training - 90% felt their understanding of leadership had increased as a result of the course - 38% agreed that the online nature of the course was “ideal” and a further 40% said it was “okay” - 45% said they would do things differently in their job as a result of the course - 10% agreed that the course helped them to manage the diverse needs of their workforce more effectively - 18% said the course gave them networking opportunities - 22% felt the course would help them to do a management role in a different country Answer the following with relevant evidence and citations to back it up :-  1. Appraisal: Assess where the organisation is now concerning appraisals and offer an evidence-based appraisal solution (or solutions) that helps the organisation to move forward with its current goal (ie to boost performance). 2. Training: Assess what the organisation is doing well in relation to the training it offers and where improvement is needed. Explain what steps you would take to explore the situation further and what advice you would give the organisation that would help it to move forward with its current goal. You should offer an evidence-based answer.

Sample Case - Study 

This is a case-study of an organisation called Rags to Riches Retail – they are considering making changes to their staff appraisal processes and making cuts to their staff training programme.

Imagine you are a consultant who has been asked for some help by this company. You have been given a summary of information about the company as attached.

Background Information

• This is a large retail company selling men’s and women’s clothing in the UK, Europe and Asia
• It is an international, team-based organisation with a strong focus on customer service
• There are opportunities for staff to gain experience internationally so there is some movement of staff between the outlets in different countries.
• Outlets are generally open 7 days per week from 9am to 10pm each day with some variation on Sundays and national holidays according to the variability in host-country legal requirements.

The CEO and Board of Directors are committed to a vision for a learning and feedback culture throughout the organisation. They have decided that they are ready to invest in the development of the Performance Management and Development Review process further to meet the changing needs of the business. In order to fund this, they are wondering whether they could possibly make cuts to their spending on staff training.

Rags to Riches: Current Appraisal Process

The company recently rolled out a staff survey to explore views on the current appraisal system; the results of this are presented below.

Staff Survey Results

• 93% of employees have had a Performance & Development Review in the last year
• 41% of employees have had quarterly reviews to support their annual Performance & Development Review
• 77% of employees reported having had a positive experience from their Performance & Development Review
• 90% of employees have short term objectives
• 52% of employees have a formal record of their Performance & Development Reviews
• 87% of employees are actively working towards their PDP
• 79% of employees report that they have the opportunity to provide feedback informally to their manager and colleagues
• 34% of employees perceive that they receive accurate feedback in their appraisal

• 56% of Managers have had informal discussions with their subordinates about their career aspirations and related development needs
• 40% of employees are aware of the organisation’s succession planning process
• 78% of employees said they felt they lacked knowledge of colleagues’ and mangers’ job roles and responsibilities.

Rags to Riches: Current Training Processes

The company currently run the following:

= an induction programme that is tailored to each host countries legal requirements; this is face to face for 3 days and is compulsory for all new staff

= customer service training that is a 2 day, in-person workshop style programme specific to each country; this is compulsory for all new staff. Existing staff also have to attend this programme every 2 years as a skills refresher.

= a leadership training programme that is rolled out on an annual basis online and which takes around 12 months to complete; this is for individuals aspiring to management positions. Access to the programme is via line-manager recommendation following the annual appraisal.

= various bite-sized online training programmes that take between 15 minutes and an hour depending on the topic area.

There has been a recent effort to collect some feedback and data regarding the training courses, though this is far from complete. What is currently known is presented below.

Training data

• attendance records are kept for all face-to-face training programmes.
• basic completion records are kept for the online training
• feedback has been obtained for the leadership training programme only and this is as follows:

- 93% of people enjoyed the training

- 90% felt their understanding of leadership had increased as a result of the course

- 38% agreed that the online nature of the course was “ideal” and a further 40% said it was “okay”

- 45% said they would do things differently in their job as a result of the course

- 10% agreed that the course helped them to manage the diverse needs of their workforce more effectively

- 18% said the course gave them networking opportunities

- 22% felt the course would help them to do a management role in a different country

Answer the following with relevant evidence and citations to back it up :- 

1. Appraisal:

Assess where the organisation is now concerning appraisals and offer an evidence-based appraisal solution (or solutions) that helps the organisation to move forward with its current goal (ie to boost performance).

2. Training:

Assess what the organisation is doing well in relation to the training it offers and where improvement is needed. Explain what steps you would take to explore the situation further and what advice you would give the organisation that would help it to move forward with its current goal. You should offer an evidence-based answer.