An overview atlantis global corporation (agc) is a multinational

1. An Overview
Atlantis Global Corporation (AGC) is a multinational
organization that engages in the development, manufacture, and
marketing of electronic circuit boards for use in high-definition
TV screens. Although the design centers are located in the
United States, the bulk of the manufacturing processes are
carried out at their overseas subsidiaries. The electronic circuit
boards are primarily sold to Original Equipment manufacturers
located in North and South America, Africa, and the
Asia/Pacific region. Headquartered in the Midwest United
States, AGC has subsidiaries in three locations, on three
continents: Subsidiary A in Asia, Subsidiary B in Africa, and
Subsidiary C in South America. In all three locations, the
subsidiaries are located in industrial parks or centers. These
locations were selected for strategic reasons, including an
abundance of raw materials for the company’s products, the
availability of a labor force, and a rapidly growing customer
base. Within the industrial parks, it is not uncommon to find
two or three organizations competing in the same market
segment and for the same labor force.
As part of its global human capital staffing strategy, AGC
relocated several key people to leadership positions at each of
the three subsidiaries. By placing key personnel from
headquarters in leadership positions, AGC assumed a unified
culture. Senior leadership envisioned that the subsidiaries
would be self-sustainable in 2 years and profitable thereafter. A
lot of capital, both tangible and intangi ble, has been committed
to making the subsidiaries functional.
AGC has approximately 84,000 employees, most of whom are
highly skilled and specially trained in the operations they
perform. On average, it takes 3–6 months to fully train
employees in each of the many operations of the parent
company and its subsidiaries. Although the head count at the
three subsidiaries has remained fairly constant, there have been

2. a number of employees who have left the company for a variety
of reasons. As employees leave, others are hired to replace
them, but no one knows the exact number of employees who left
the company or the reasons why they have separated.
At the subsidiaries, line and middle managers are concerned
with having the right number of employees at each function or
workstation. The operations manual, which the line and middle
managers follow religiously, indicates that all staff must be
fully trained and certified before they should be allowed to
work on their own. Further, this requirement indicates that if
someone has been certified before leaving the company, he or
she must be retrained and recertified if rehired—no
exceptions—even if his or her absence has just been a week. On
the other hand, a trained and certified employee who is out on
vacation or medical leave for a month is not similarly required.
The Issues
Since operations began in the three subsidiaries, AGC has failed
to meet its financial obligations, and profits are lagging. This is
beginning to show in the company’s balance sheets and is taking
a toll on the organization’s financial bottom line. Although the
company’s structure is designed for adaptability in a fast-
changing market, several other factors were overlooked when
the company selected locations for the subsidiaries. These
include, but are not limited to, the following:
· Intercultural communication issues
· Political and regulatory conditions of the host country and the
subsidiaries
· Diversity and multiculturalism
· Employee retention and motivation issues
· Employee dissatisfaction
· Performance issues
· An overall global human capital strategy that takes into
account the home and host country nationals
AGC, often considered the leader in this market, is in jeopardy
of losing that title when the end-of-year reports come out in 3
months. This is a critical time for the organization and the

3. senior leadership team is very concerned. They need to find out
what is happening to the organization, report to the
shareholders, and rectify the situation.
John Dawson, the CEO, COO, and Chairman of the Board of
Directors at AGC, is deeply concerned about the future of this
company. Past strategies have not advanced AGC to a
leadership position in the global market. John believes that he
has done everything that can be done to optimize the company
and is reluctant to change the present strategic course. He is a
reluctant risk taker and must be convinced that changes to the
organization have value before changing direction.
John is currently working with Shawn Williams, the newly
recruited Vice President of Global Human Capital Management
at AGC. His priority is to help diagnose and address the
company's human capital issues. Shawn brings with him
extensive experience in resolving global problems, and he is
recognized as an expert in the field of change management and
viewed as a motivational leader. John and Shawn will be
meeting soon to align goals and set a new strategic path for
Atlantis Global Corporation.
As the new external consultant for AGC, you will be working
closely with Shawn to establish a cross-cultural team that will
address the company's global challenges. You will provide
guidance and recommendations regarding each objective and
anticipated outcome. This is a critical assignment because
failure could lead to the dissolution of AGC.
PERFORMANCE APPRAISAL FORM
PRIVATE
The core of Verde Realty’s Performance Evaluation Process lies
in the communication between the manager and the employee.
This dialogue has a number of benefits, all of which are goals of
the evaluation process:

4. · to provide adequate feedback to employees to improve
subsequent performance.
· to motivate and compensate employees.
· to identify employee training needs and areas of future career
development.
INSTRUCTIONS
The Performance Appraisal Form consists of several
performance expectations. Each performance expectation is
defined with descriptions of various degrees of behavior
ranging from the most negative and most positive performance
levels. Raters should use this consistent frame of reference
when appraising a particular employee's performance. These
descriptions provide well-defined explanations of each
performance level so that the appraiser can avoid making
universal, inconsistent judgments. Read each behavior and rate
the employee’s level of performance. Provide comments with
specific performance examples. Complete the Performance
Rating Worksheet: total the ratings in all categories and circle
the overall evaluation category (i.e. outstanding, meets
expectations, etc.) The employee, reviewer and reviewer’s
manager should sign the evaluation. Send the completed
evaluation to the HR Department.
The Performance Appraisal form is designed to help the
manager make thorough, factual and objective evaluations of
employees. When making the appraisal, consider only that
performance which occurred during the period under
consideration. Performance prior to this period or predictions of
future performance are not to be considered. Please include
comments clarifying the ratings. Comments are especially
important where performance is below expectations.
Employee Name

5. Position
Hire Date
Department/Company
Supervisor
Rating Period
90-day evaluation ( ) Other ( )
Annual ( )
Appraisal written and given by:
Date
Appraisal approved by:Date
Job Knowledge: employee’s understanding of his/her job
responsibilities gained through experience, education or
specialized training
Unacceptable
1
Less than Expected
2
Meets Expectations

6. 3
Exceeds Expectations
4
Superior
5Rating
Inadequate knowledge of duties; Cannot complete majority of
basic tasks; Requires considerable direction; Little
understanding of required system.
Demonstrates adequate understanding of all elements of this
job; Can proceed without special instruction on all regular
work; Has basic understanding of the required systems.
Is very knowledgeable over a wide range of job responsibilities;
Requires minimal direction; Thoroughly understands and
successfully performs related tasks; Strong functional expertise
with required systems.
____
COMMENTS:
Quality of Work: Consider accuracy and neatness of work
produced under normal circumstances; ability to follow through
and produce a quality work product

7. Unacceptable
1
Less than Expected
2
Meets Expectations
3
Exceeds Expectations
4
Superior
5Rating
Work lacks accuracy; Work does not meet company standards;
Poor organizational skills; Lacks follow through; Lacks
attention to detail.
Performs work thoroughly and accurately, meeting company
standards; Acceptable organizational skills; Generally follows
through; Produces a quality product
Work achieves the highest standards of excellence; Exemplary
organizational skills; Always follows through; Exceptional
attention to detail; Consistently produces high quality product.
____
COMMENTS:

8. Quantity: Consider volume and productivity; ability to manage
time to meet work deadlines and commitments; ability to stay
focus and produce high volume of work
Unacceptable
1
Less than Expected
2
Meets Expectations
3
Exceeds Expectations
4
Superior
5Rating
Has difficulty meeting goals and deadlines; Inability to
prioritize tasks to meet important commitments; Poor time
management and tends to get caught up in low-priority tasks;
Slow work pace.

9. Plans, tracks, and completes duties and assignments by expected
dates; Able to personally manage time and resources to ensure
work is completed.
Can manage competing demands on time and remain focused on
key objectives; Excellent at prioritizing tasks to ensure key
objectives and deadlines are met.
____
COMMENTS:
Customer Service/Customer Expectations: ability to provide
great customer service; consider ability to meet and/or exceed
customer expectations
Unacceptable
1
Less than Expected
2
Meets Expectations
3
Exceeds Expectations
4
Superior

10. 5Rating
Poor customer relations; Poor voice tone and demeanor; Lacks
customer follow through; Unresponsiveness to customer needs.
Polite and friendly to all customers; Generally responsive to
customer issues/needs; Consistently follows up on customer
requests.
Thoroughly understands internal and external customer
expectations; Skilled in dealing with and satisfying even
difficult customers; Proactively anticipates customer needs;
Highly responsiveness; Always follows up on customer
needs/requests.
___
COMMENTS:
Policies and Procedures: follows policies and procedures;
understands importance/value of company policies and
procedures
Unacceptable
1
Less than Expected

11. 2
Meets Expectations
3
Exceeds Expectations
4
Superior
5Rating
Minimal compliance with policies and procedures; Sees policies
as a burden; Always questions policy; Lacks basic
understanding of policies; Inconsistently applies policies.
Maintains compliance with applicable policies, procedures,
standards, and regulations; Able to relate to routine operations
in a manner that is consistent with existing solutions to
problems; Rarely questions policies and procedures.
Always conforms to policies and procedures; maturely questions
policy when appropriate; is committed to, and recognizes the
value of policies and procedures; Recommends changes to
policy or assists in policy development.
__
COMMENTS:
Problem Solving and Decision Making: ability to solve
problems and make good decisions using appropriate judgment

12. Unacceptable
1
Less than Expected
2
Meets Expectations
3
Exceeds Expectations
4
Superior
5Rating
Rarely anticipates or recognizes potential problems; Fails to
identify root causes; Acts hastily without considering all
factors; Unable to make basic decisions or doesn’t understand
decision-making authority.
Usually able to recognize a developing problem and take action
to correct it; Usually identifies the cause of a problem before
taking corrective steps; Uses good judgment to make
appropriate decisions.
Can quickly recognize and respond to potential problems when

13. they occur and takes immediate action before they become fully
developed; Careful to investigate and identify the cause of a
problem before proceeding with corrective measures; Uses
sound judgment at all times; Always makes good independent
decisions.
___
COMMENTS:
Motivation and Attitude: ability to sustain level of motivation;
willing to go above and beyond to reach goals; taking initiative
with a positive attitude.
Unacceptable
1
Less than Expected
2
Meets Expectations
3
Exceeds Expectations
4
Superior
5Rating

14. Fails to convey a positive personal image; puts forth minimal
effort; always has to be reminded to stay focused and complete
tasks; Negative attitude;
Maintains self-motivation; Conducts self in a positive and
enthusiastic manner; Puts forth adequate effort;
Displays energy and enthusiasm in performing daily
responsibilities; gives maximum effort and consistently goes
beyond what is expected. Always displays a positive attitude
and is a role model for other; Able to create positive energy in
others.
____
COMMENTS:
Teamwork: Ability to cooperate and maintain good team
relations.
Unacceptable
1
Less than Expected
2
Meets Expectations
3
Exceeds Expectations

15. 4
Superior
5Rating
Limited skill in building rapport with co-workers; Negative
influence on team; Rarely offers assistance to others;
Uncooperative; Rarely supports manager and/or company goal s..
Cooperative in dealing with co-workers and supervisor; Assists
others when asked; Supportive; Maintains good relationships
with team members; Supports manager and company goals.
Willingness and ability to work harmoniously with others;
Always respects the feelings of others; Always offering
assistance where needed; Extremely cooperative.
____
COMMENTS:
Dependability: consider ability to rely on employee
Unacceptable
1

16. Less than Expected
2
Meets Expectations
3
Exceeds Expectations
4
Superior
5Rating
Rarely punctual; Fails to keep supervisor informed of schedule
changes; Unreliable; Socializes excessively and fails to focus
on the task at hand; Fails to regularly adhere to personal
appearance standards.
Usually punctual; Generally informs supervisor of any schedule
changes; Can be relied on to focus on the task at hand; Adheres
to personal appearance standards.
Always punctual; Informs manager and team of any schedule
changes whatever the reason; Always keeps promises; Can
always be relied on to fill in wherever needed; Always presents
professional image.
____
COMMENTS:
Communication: ability to communicate in verbal and written

17. form
Unacceptable
1
Less than Expected
2
Meets Expectations
3
Exceeds Expectations
4
Superior
5Rating
Verbal communication is unclear and confusing; Fails to
provide timely feedback and/or keep manager informed; Fails to
listen.
Verbal communications are clear and concise; Demonstrates
proper telephone technique and etiquette; Provides timely
feedback to co-workers and manager; Listens appropriately to
ensure understanding.

18. Excels in verbal communication; Effectively organizes ideas to
present information in a logical way; Persuasive; Always keeps
manager and co-workers informed of relevant information;
Superior listening skills; Ability to understand and
communicate even difficult information.
____
COMMENTS:
Responsibility and Accountability: consider whether employee
takes responsibility for his/her own actions and holds
himself/herself accountable
Unacceptable
1
Less than Expected
2
Meets Expectations
3
Exceeds Expectations
4
Superior
5Rating

19. Rarely takes responsibility for actions; Makes excuses and/or
blames others; Inability to understand impact of own behavior
on others; Responds defensively to constructive feedback.
Seeks responsibility and accepts accountability for actions;
Responds appropriately to constructive feedback.
Accepts complete responsibility for all personal errors; Seeks
out constructive feedback and responds positively; Readily
makes changes based on feedback; Holds himself/herself and
others to high standards of conduct; Always looking for ways to
improve process efficiency.
____
COMMENTS:
PERFORMANCE RATING WORKSHEET
OVERALL EVALUATION
Total ratings for all performance categories
(total both sections for managers/supervisors)
Circle the appropriate evaluation category
RATING SCALE

20. Outstanding
50-55 points
Exceeds Expectations
39-49 points
TOTAL EVALUATION SCORE
Meets Expectations
30-38 points
Below Expectations
22-29 points
Unsatisfactory
21 or below
Required Signatures

21. If not signed, please indicate why?
______________________ ______________
____________________________________
____________________
_________
Employee Signature Date
Reviewer signature
Date
____________________________________
I have read and acknowledged this to be a fair appraisal of my

22. performance during review period.
____________________________________
______________________
Department Head Signature
______
Date
VERDE REALTY
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VERDE REALTY

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Page 1 of 7
PERFORMANCE COMPETENCIES
RATING COMMENTS
Bill is an Architect. He designs luxury apartment communities.
He works in a team of 5 Architects and reports to the Director
of Design.
Bill demonstrates competency in the skills and knowledge
required. He learns and applies new skills within the expected
time period. He is knowledgeable about current developments in
his field and he works within the normal scope of supervision.
Bill displays a good understanding of how his job relates to
other jobs. He effectively uses the resources and tools available
to him.
The work Bill produces is usually highly accurate and thorough.
He displays a strong dedication and commitment to excellence.
He works hard to improve quality in his own work and promotes
quality awareness throughout the organization. Bill is receptive
to feedback and uses it to improve his performance. However,
Bill is not always as productive as expected for his job. It
sometimes takes him longer than satisfactory to complete work
and he can’t complete the volume of work as compared to his

24. peer group. On average, Bill works on 1-2 projects per month
while his team members work on 3-4. Though Bill’s work is
accurate, he has missed several important deadlines during the
past year.
Bill is courteous and displays sensitivity to customers,
subcontractors and vendors. He is able to handle difficult or
emotional customer situations. He responds promptly when
servicing external customers or responding to vendor requests.
Bill makes an effort in service recovery and should continue to
try and think of ways to address customer concerns before they
become significant issues.
Bill is a leader in carefully observing and monitoring proper
Company procedures. Even under very unusual conditions not
covered by the normal guidelines, he quickly sizes up the
situation and determines the appropriate action. Bill has
recommended changes to Company policy or protocol which has
increased efficiency in his workgroup. This year, Bill drafted
the team’s first policies and procedures manual and it was a
very well designed and well written. He pays exceptional
attention to ensure proper use of equipment and materials. When
faced with difficult problems, Bill weighs the pros and cons of
each option and evaluates the potential outcomes. He
demonstrates solid judgement and when he’s unable to resolve a
problem independently, he consults his manager.
Bill could improve his team relationship skills. Bill likes to
work independently and could collaborate more with his
coworkers. At times, when others ask Bill for help, he is
resistant to helping. Bill’s first response is that he is too busy
with his own work and rarely follows up with the team member.
Bill’s manager can always rely on him because Bill always
supports his manager’s directives but Bill is slower to support
the team objectives. At times, Bill appears defensive in his tone
and manner when he is challenged by a co-worker.

25. Bill regularly delivers information to groups. He effectively
leads the monthly “Lunch-And-Learn” technical sessions for the
team. He is always very professional and well prepared. Bill
researches his topics thoroughly and is always prepared for
questions and answers during the sessions. Bill is easy to
understand, and these sessions are very valuable. His handout
materials are viewed as very valuable reference materials.
Bill is responsive to feedback from his manager; however, his
initial reaction is somewhat self-protective. Initially, he
defends his point of view or work product before listening to all
the feedback. Once Bill processes the feedback, he is generally
receptive and open to changing his behavior or accepting new
recommendations. Bill should work on soliciting regular
feedback from his manager and team members in the upcoming
year.