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Deloitte Case Study MGMT 2020 Professor Siravo January 23, 2018

1. What do you think of the four statements Deloitte is now using as performance snapshots: “Given what I know of this person’s performance, I would always want him or her on my team.” “This person is ready for promotion today.” “Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus.” “This person is at risk of low performance.” Are they sufficient? Would you want to add, remove, or change any? The four statements that were provided made the results very vague. The performance snapshots only let you know what you feel employees deserve or how well you did. It doesn’t give you feedback that can shape your character and create better opportunity for you in the company. It doesn’t give any guidance on what your performance was evaluated on. Something I would change is providing examples for the result of the performances. 2. The old system relied on more than just the opinions of team leaders, given the importance of objectives, consensus meetings, counselors, and so forth. If you were a Deloitte employee, would you feel comfortable with giving team leaders such a pivotal role in your evaluation (and compensation)? I feel that I would feel comfortable because team leaders play a major part in an organization. I think they are very aware of the employees’ movements and work ethic although the old system was not very detailed. Team leaders allows the company to run smoothly and have a sense of guidance. 3. What’s your opinion on the transparency issue? Would the system function more or less effectively if all of the snapshot numbers were shared with employees? Why do you feel that way? I believe that the transparency issue should should be more detailed

with descriptive examples on what the employee did not complete during a task or what they can improve on. If the snapshots were shared with employees I feel that it would actually have some type of effect on them to see results that they can relate to instead of just describing the rating of a performance. I feel this way because managers could easily sugarcoat situations if they have friendly relations at work and it does give employees room for growth....