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21036 Individual Assignment(1) - 21036 Managing Strategic...

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21036Helena Liu 1 Managing Strategic Performance Individual Assignment — 40% Dear [your name], I am writing to you as the Human Resources Manager of LuxcarsAustralia. As all of you know our headquarter is in Brisbane, Australia. Our company has manufactured sports cars since 1968. Our founding CEO Mr Lux’s strong personality has served his company and racing team for decades. At Luxcars,we decided to redesign our performance management system in 2015. In the past we had asked employees to set their goals for each year in January. Employees had a mid-year check-in with managers. They then received a final assessment and a single performance score in December. In the new system, we conducted performance feedback sessions every three months to collect insights from employees, their managers and closest colleagues in all our plants around Australia. This initiative was designed to adopt a new trend in performance management, following companies like Seek, that is said to be moving towards informal, ongoing reviews over traditional annual appraisals. We sent an email in June asking employees to share feedback on this new performance management system. We received 59,000 comments from our employees and then organised and analysed the comments. Employees were dissatisfied with the new performance management system. It seems they felt under pressure to constantly discuss their performance and they said they wanted to give and receive reviews less frequently. Although our initiative was meant to support our corporate strategy, we have understood that it is too time-consuming for our employees. We have also spent 160% of the previous system’s cost, even though some companies who have adopted this new method claim to have reduced their costs. We are concerned that we are wasting our
21036Helena Liu 2 resources instead of focusing on our strengths. Please help us in refining our system and recommend some solutions for change.

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Management, Performance Management, Helena Liu, key underlying issues

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