Identify employees for performance based on performance

Reference no: EM133437072

Introduction

It is likely a firm will lose a key job incumbent unexpectedly. This can represent a strategically significant threat to the organization, especially if the firm is unprepared for the event. For this reason, one area of expected HR leadership is the more or less continuous monitoring of "bench strength" for key jobs, and implementation of development plans to close any competency or preparation gaps found among likely internal successors to these key positions. If this process is formalized within the organization, it is generally referred to as "succession management". With such a system, the organization, through its HR function, can identify and groom high potential candidates for one or higher-level positions. In the early stages, the aim is to assess core "executive" competencies available in the current staff, and to develop strategies for addressing any deficiencies identified. Equally as important is the classification of like-positioned incumbents into high, medium, and low performers using common and not-so-common factors.

Assignment
Review these two operational leadership jobs in KGW (Patient Care Coordinators and Medical Directors) and develop a presentation regarding the current incumbents' readiness (only for your assigned group role) to assume the next hierarchal position within the company (which would be Center Administrator for Patient Care Coordinators and Medical Directors).

In addition to assessing the data, be sure to consult outside sources about succession management and company vitality. These sources will help you defend your point of view rather than just expressing an opinion. Your presentation to CEO Douglas Gibson and his executive team should minimally include the following information:

1. Review the files of all employees in the key positions and identify employees for performance based on performance evaluations by the person's supervisor from the file "Basic Data with Boss" from AwareHR.

2. Utilize the files of all employees in the key positions and identify competency ratings based on the evaluations by the person's supervisor from the file "Competencies Data" from AwareHR..

3. Review data from additional data sets and tables such as ratings from the excel files "Operations, Customer and Engagement Outcomes," "Financial Data," and "Caliper Data," to name a few important sources. Develop a composite scoring system to rank your employees into three categories - High, Mid, Low.

4. On the basis of your analysis, how ready are members of the KGW management pool to step up if necessary and assume executive-level
responsibilities? If you find any skill gaps, what would be your suggestion for addressing these deficiencies?

5. Review key demographic information to ensure your ranking system adversely impacts no demographic group based on gender or generation. Do not forget to blend in any recommendations on the current and future state of Diversity, Equity, and Inclusion (DE&I) in your work.

6. Based on your data and your research, determine what senior leadership at KGW should do to develop the employees rated "High" into the next level of leadership, as well as what they should do to develop or dismiss those in the "Low" category.

Reference no: EM133437072

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