We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
Performance Management at Vitality Health Care
- By Dr. Ratna Sinha, Associate Professor, ISBR Business School, Bangalore
This 27 slide presentation is the destination to understand how to use the Six Thinking Hats for performance management of the organisation. It explains how to process information and solve problem with the rainbow colour hats. Each slide in his presentation includes a detailed description of a different hat colour and its application. Six hat technique explained with the Vitality Health Care Organisation, further describes, how it allows the necessary emotion and scepticism to be brought into rational decisions and opening up an opportunity for creativity within decision making. This presentation describes the nature and the contribution of each colour of the hat in different predicament circumstances.
Performance Management at Vitality Health Care
- By Dr. Ratna Sinha, Associate Professor, ISBR Business School, Bangalore
This 27 slide presentation is the destination to understand how to use the Six Thinking Hats for performance management of the organisation. It explains how to process information and solve problem with the rainbow colour hats. Each slide in his presentation includes a detailed description of a different hat colour and its application. Six hat technique explained with the Vitality Health Care Organisation, further describes, how it allows the necessary emotion and scepticism to be brought into rational decisions and opening up an opportunity for creativity within decision making. This presentation describes the nature and the contribution of each colour of the hat in different predicament circumstances.
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
A solution for the HBR case study, We Googled You. The hiring firm Hathaway Jones, seems to face a problem as they seem to have found a perfect candidate for solving their problems, but land in a fix when some unpleasant news is digged up by the HR regarding her past. WHat should they do?
CASE STUDY : The Treadway Tire CompanyTanya Taneja
The Treadway Tire company plant in Lima, Ohio is the companys one of the biggest plants and most important. It has been plagued with high employee turnover at the foreman level resulting in low productivity. Ashley Wall, the HR Director of the plant is faced with the task of investigating the problems and presenting her recommendations to Brandon Bellingham, the plant manager.
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
A solution for the HBR case study, We Googled You. The hiring firm Hathaway Jones, seems to face a problem as they seem to have found a perfect candidate for solving their problems, but land in a fix when some unpleasant news is digged up by the HR regarding her past. WHat should they do?
CASE STUDY : The Treadway Tire CompanyTanya Taneja
The Treadway Tire company plant in Lima, Ohio is the companys one of the biggest plants and most important. It has been plagued with high employee turnover at the foreman level resulting in low productivity. Ashley Wall, the HR Director of the plant is faced with the task of investigating the problems and presenting her recommendations to Brandon Bellingham, the plant manager.
Cash or short-term incentive plans (STIP) engage employees in the process of achieving business objectives, reward desired behaviors, and help execute the organization’s long-term strategy. Incentive plans, when properly aligned to business outcomes and rolled-out effectively, can be a powerful tool that enable organizations to “do more with less” and achieve a greater return on investment (ROI) in cash compensation programs.
Performance appraisal system definitionlydiawood280
In this file, you can ref useful information about performance appraisal system definition such as performance appraisal system definition rates, small performance appraisal system definition, performance appraisal system definition calculator … If you need more assistant for performance appraisal system definition, please leave your comment at the end of file.
For many businesses, attracting, retaining, motivating and rewarding employees are key issues that can be the difference between success and failure. It is also a vital issue for any potential buyer (internal or external) and has a direct impact on business risk, and also value.
As part of our strategic advisory work with clients, we are able to offer a range of solutions to manage these issues and provide easy to implement solutions for business owners to encourage employees to think and act like business owners.
Webinar-What’s Next for Performance-Related Pay?.pdfPayScale, Inc.
Join Payscale’s Chief Product Evangelist, Ruth Thomas and Director of Social Impact, Vicky Peakman as they discuss the concept of pay for performance and what that can look like for your organization.
DOs & DON'Ts of Short-Term Incentive Compensation PlansCBIZ, Inc.
Motivating workers is critical to corporate success. Organizations across the country are seeking to continuously improve employee performance, while simultaneously controlling costs. Establishing or expanding incentive compensation programs can be an effective strategy to achieve this objective.
This workshop will be perfect for Leaders in your organization. Participants will learn the true leadership traits required to lead a team reaching business objectives. Equipped with tons of Leadership experiential learning games to help participants practice their leadership skills
Leading Change Workshop by Briktru IndonesiaDS Adi Pratomo
Workshop to help Leaders lead changes to their team members and provide all necessary support to people in the change transition phases. Equipped with plenty of experiential learning to help participants apply the concepts in a safe, nonthreatening and fun learning environment.
Complete guide of Briktru Indonesia training syllabus available for your organization. Program can be customized and tailored based on your needs and expectations. Contact us at +62 21 293 689 33 or visit us at www.briktru.com
This is the Harvard Business case study analysis on the Royal Bank of Scotland. You may use them as reference but not to be copied and pasted for your school assignments. Cheers
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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Overview on Edible Vaccine: Pros & Cons with Mechanism
Performance management at vitality health enterprise inc
1. PERFORMANCE MANAGEMENT AT
VITALITY HEALTH ENTERPRISE, INC
Syndicate 6
Amalia Sefrina C - 29115364
Dian Sadar Adi P -29115417Dian Sadar Adi P -29115417
Galih Wibowojati - 29115422
Mirna G Insani - 29115395
Silur Sasakawa I - 29115408
2. Case Background
Vitality enterprise was founded in 1987 in Ames Iowa by Hikaru “Fred”
Kikuchi. Initially it started with importing products from Japan and
marketing them.
It went success within 3 months and resulting to more than $15,000 in
sales
In 1989 import tariffs and supply constraints forced vitality to start their
own manufacturing unit. By the Summer 1991, business grown to $3
million peryear.
In 1994, vitality partnered with several leading pharmacy In 1994, vitality partnered with several leading pharmacy
retailers to market their products. In 1995, company went global, targeting
markets around the Pacific Rim including Taiwan, China and Japan. In
1997, Vitality acquired
HerbaPure Nutraceuticals. Vitality’s name was changed as Vitality health
Enterprises. Also in this period company went public.
With the expansion, Kikuchi maintain his vision by matching it to the
corporate strategy to one his favourite sayings: “ Outer beauty can only be
achieved as inner harmony is reached”
3. Case Background
By 2007 company had around 5500 employees in HQ and nearly 1500
employees in global offices.
In mid 2008 , global economic crisis brought relatively stagnation to
Vitality’s growth and Beth Williams was made the CEO of Vitality Health
Enterprises. Williams brought a disciplined operational mindset and was
known troughout the industry for reducing global production cost by 12%
during three years at the helm of B&W Beauty.
In the first quarter of 2009, Vitality began rolling out its new business
strategy. In addition, Williams organized a committee to review thestrategy. In addition, Williams organized a committee to review the
policies and methods for tracking the performance goals of all non-sales
and non-executive employees across the entire company
Over the next four months, the performance Management Evaluation
Team (PMET) studied the evaluation and rewards system.
The PMET discovered that the PMS presented problems for the 2,500
professionals staff
4. The Problems #1 : The Rating System
• The Company has 13 different rating levels (from A to E
including plus and minuses) which leads to way for managerial
abuses.
• PMET discovered that many managers, gave almost everyone
C or a B, provided D or A ratings, and rarely give Es
5. • This resulted to a homogenous ratings that failed to sharply
distinguish performers from non performers
The Problems #1 : The Rating System
6. What Vitality Did to Improve for
Problem #1
• Vitality launched a new rating system where employees were now
rated with respect to one another by differentiating among
employees on the basis of performance.
• There is fifth category, Not Rated, for employees who were too new
to the company or their position to receive an accurate rating
7. The Problems #2 : The Point and Salary System
Each position had a base-level monthly salary calculations and
performance based raises. Each position had a base-level
monthly salary that was modified upward along a pay policy
depending on the number of “job evaluation points”
8. The Problems #2 : The Point and Salary System
Individual salaries were further modified by a comparative
ratio or ‘compa-ratio” based on individual performance in the
company
9. What Vitality Did to Improve for
Problem #2
• Compensation was adjusted by the new
program. The new plan incorporated a system
of performance-related short and long-term
equity bonusesequity bonuses
• This also will allow for limited stock options to
upper levels of management and directors as
an incentive to successfully implement the
new PMS
10. Additional System Vitality Did to
Improve
• All performance reviews were to be
conducted at the start of the calendar year
and delivered to the employees in conjunction
with the annual goal-setting process in
JanuaryJanuary
• The timetable will put the entire company in
the same review cycle for collaborative efforts
and to limit the effect of external factors on
the relative rankings
11. The Result
• PMET2 was established to review the new PMS
implementation and compare performance ranking data for
review
12. The Result
• Responses to the employee surveys indicate that only
over half preferred the new system (54%), nearly a
third preferred the old system (31%) and the remainder
indifferent between two.
• Managers felt more difficult to discuss performance
with their team member because the yearly reviewwith their team member because the yearly review
process was tied s closely with merit increases
• Some empoyees and the managers themselves felt that
they were less likely to perform duties outside their job
description because those responsibility weren’t part
of their review.
13. Questions
1. Diagnose the CEO perception that putting blame on
Performance Management
The implementation of the new rating systems are not
changing many old practices. It only reduced the number of
criteria and grading. In reality, the distribution of the Top
Performer and achiever are almost similar.
Even worst the existence of Not Rated criteria for new Even worst the existence of Not Rated criteria for new
employee will drive low enthusiasm and motivation from
new employee.
This will also impact to the turnover rate amongst the new
talents
All investment made for trainings, development new
employees are gone along with new appointed employees.
14. Our Analysis & Recommendation
As Vitality looks at revising their newer corporate performance
management system, in conjunction with their corporate vision, they
should ensure that the CPM is aligned. The common tools used to
aligned them is the Kaplan & Norton’s Balanced Scorecard
The BSC framework consist of 4 elements; Financial, Customer, Internal
Process and Learning Development. By cascading these perspective to
the performance review, Managers and Employee will always feel that
what they reviewing and conduct is part of their job responsibility and
measured trough their KPI
15. Questions
2. If it were justified, develop your own recommendation to
reinvent the performance management system at Vitality
Health Enterprise
Refreshing and re-communicating the strategy through management
and employee training, the entire organization will be able to
understand the vision that CEO is seeking for continued growth
Cascading and managing the strategy through the balanced scorecard Cascading and managing the strategy through the balanced scorecard
to ‘connect the dots’ between the various components of strategic
planning and management.
provide a new system for performance payout that does not include a
confusing forced distribution that only values individual performance
provide a new system for performance payout that does not include a
confusing forced distribution that only values individual performance
16. Our Analysis & Recommendation
It also should be noted that Beth Williams and PMET should be
aware of the correct balance of job motivations of R&D staff, as
opposed to sales and marketing staff. In the case of R&D and
scientists, where work can be extremely complex or creative,
bonuses and other forms of variable pay for performance can
largely undermine employees’ work ethic.”
Intrinsic motivation or value for it’s own sake versus extrinsic Intrinsic motivation or value for it’s own sake versus extrinsic
motivation or satisfying needs indirectly through monetary
compensation, depends largely on the category that employees
fall into.
Leadership is also something that Vitality need to develop
amongst their Managers
On going recognition program, coaching, mentoring can help the
annual appraisal become more meaningful and monitored