Mod 5 Critical Thinking PDF

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Mod 5 Critical Thinking...

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Caitlyn Gray HR353 Professor Willhite 02/12/2021

Unit 5: Critical Thinking

Case Study 1: Changing Culture at Tenaris 1. Since Tenaris has mills all over the world, the first step in standardizing the industrial process for these mills should be to identify the performance dimensions for each particular job (in this case a global performance measure would be inadequate) in order to create a training program. Developing performance measures would be the next step; this would focus on the performance standards or the “level of expected performance” (Gowan, Lepak pg. 342) for each position. Lastly, Tenaris should take into consideration the environment in which the employees work to put together a cohesive training plan, understanding the ethical and diversity issues of a global workforce is imperative when dealing with a world-wide company. 2. A needs assessment would help Tenaris to identify where to focus the core of its’ training. Understanding what is causing defects, accidents or non-compliance and working on a strategy to train in those areas is where the assessment would be most beneficial. As a whole, Tenaris should analyze the issues and focus on them and then develop their training based on their assessment of fixing the problems. 3. Tenaris more than likely decided to use training to change culture because culture is essentially the backbone of a company. “A company’s culture influences the decisions it makes about the focus of its training” (Gowan, Lepak pg. 318). If they successfully send the message to all employees that training and learning is their main priority in order to satisfy the customer, the culture of the company would more than likely change. 4. If Tenaris was a smaller company the training would be a lot more intricate and could possibly be pricier. Seeing that they have approximately 17,000 employees that require training and a majority of those employees probably do similar jobs, it’s easier for them to standardize their training programs. If they were smaller, they would have to train employees on a much smaller scale which would translate into less “bang for the buck”. It is actually more likely that they would have to send the employees elsewhere for training in order to be cost efficient. 5. Tenaris’ Global Trainee Program enables them to have a competitive advantage because it almost guarantees a potential to become a future leader within the company. This program shows applicants that Tenaris is highly interested in developing great employees and offers training to ensure successful careers. I would translate their program to potential applicants as one that serves both the employees and the company; it gives the right perception of company culture as well as concern for their employees.

Case Study 2: SAP Eliminates Annual Performance Reviews 1. Companies conduct annual performance reviews for multiple reasons to include: making decisions regarding salary adjustments, promotions, demotions, transfers, layoffs, and terminations and also to work on development issues. 2. The list of challenges in regards to conducting annual reviews is very long, from multiple performance measure errors (halo error, contrast effect, leniency error), targeting behaviors rather than the employee themselves, understanding that there are multiple dimensions to job performance, understanding there are different causes to poor performance and addressing them, figuring out a disciplinary action course, and taking into consideration the multiple environmental influences on performance itself. Annual reviews are costly to the company and can actually be redundant and not beneficial as defects in performance are oftentimes not fixed. 3. I think that making a rating system that doesn’t necessarily “score” employees would improve the annual review process. I believe that a one-time annual meeting to discuss performance is not beneficial to the company or the employee and that reviews should be on a quarterly basis to ensure that developmental findings are being worked on proactively. I don’t believe employees should wait for a raise annually; they should be rewarded quarterly to keep the drive to be successful a steady thing. 4. I have personal experience with SAP and their systems used to monitor employee performance. I think that although they have developed software to provide employee performance feedback, they understand that people shut down if given a bad “score”. They understand that it’s important to improve consistently but also understand that a more frequent check-in with employees is much more beneficial to not only the company’s success but the success of their employees. References

Gowan, M., & Lepak, D. (2020). Human Resource Management: Managing Employees for Competitive Advantage. Chicago, IL: Chicago Business Press. Starting your career. (n.d.). Retrieved February 12, 2021, from https://www.tenaris.com/en/careers/starting-your-career/...