Reference no: EM133376934

Over a month-long timeframe, the corporate HR department of Universal Insurance Ltd. had two specialists review the operations of their regional HR department in Vancouver. A brief summary of their findings listed the following observations:

Each employee's performance appraisal showed little change from the previous year. Poor performers rated poor year after year.

Nearly 70 percent of the appraisals were not initialled by the employee even though company policy required employees to do so after they had discussed their review with the rater.

Of those employees who initialled the evaluations, several commented that the work standards were irrelevant and unfair.

A survey of past employees conducted by corporate office specialists revealed that 35 percent of them believed performance feedback to be too infrequent.

Another 30 percent complained about the lack of advancement opportunities because most openings were filled from outside, and no one had ever told these workers they were unpromotable.

The corporate and regional HR directors were dismayed by the findings. Each thought the problems facing the regional office were different.

QUESTIONS

1. What do you think is the major problem with the performance appraisal process in the regional office?

2. What problems do you think exist with the regional office's (a) job analysis information, (b) human resource planning, (c) training and development, and (d) career planning?