Performance Appraisal
Telespazio was incorporated into the Finmeccanica group, and thus, it became a necessity for it to align its personnel policies as well as practices to match with those from the parent company. Like any other human resource managers from other business organizations, the HRs at Telespazio had to strategically foster organizational changes that would ideally convert the domestic telecommunication company into a global entity, suitable for satellite and service production. Therefore, they had to come up with a new performance appraisal strategy by establishing a new task force to create the most suitable appraisal system. This paper discusses how employees at Telespazio are assessed, and the recommendable changes and strategies can be implemented in the current performance appraisal at Telespazio.
Telespazio employed a twofold performance appraisal system in 2005. It was aimed at playing a critical role in organizational change. The appraisal was also essential in making decisions regarding employee management. This paperless appraisal system was to foster transparency, sharing, and competencies among the employees. Furthermore, the performance appraisal system at Telespazio helped the company to realize positive results as well as promoting employee professional development (Farndale & Kelliher, 2013). Thus, the appraisal system at Telespazio focuses on evaluating the most vital elements of the performance goals of employees. These are the goals, objectives, and competence skills (that entails technical and professional expertise in the organization). Even though employee skills are variant concerning their positions in the company, the appraisal system applies to each of the Telespazio employees apart from the executives (Profili et al. 2014).
The current appraisal evaluation method at Telespazio is called the TPAD (Telespazio performance appraisal development); through this method, the employees are rewarded, compensated, get career training, and advancements. As this is done, the technique also promotes transparency, jointly defines the objectives of the company, and also puts an emphasis on the competencies and roles of the employees in general. Therefore, the current performance appraisal system at Telespazio is essential in binding the manager and the employees during employee development, hence, creates awareness among the employees that the company is after their wellbeing and success (Profili et al. 2014).
Implementing the TPAD appraisal system was successful; however, due to cultural differences encountered at a global perspective, the process was somehow resisted by countries like France and the USA because of the differences in leadership styles. Therefore, the company needed to set global standards vital in evaluating employees across the globe in an affair manner. Thus, during evaluations, it has been essential for the company to select local leaders. They are conversant with the language in a given country and also familiar with the customs thereof. Due to resistance encountered in some parts, it is ideal for Telespazio localities to have a similar goal matrix as well as allowing the local leaders in the locations to make necessary adaptations that will match the customs and norms of the employees (Profili et al. 2014).
Currently, Telespazio has used SAP as an appraisal tool, but the version is outdated. Now, Sap has purchased a company that upholds the SuccessFactors system for any application of appraisal performance management. Therefore it is ideal that Telespazio upgrades its SAP appraisal system. This is because the updated version is crucial in offering a more robust employee appraisal, which constitutes goals, learning as well as development in one performance module. Thus, some of the elements to be included on the SAP upgrade will be critical aspects like; exceptional contributor, which significantly contributes towards the adequate performance of the general functions essential under employee appraisal (Farndale & Kelliher, 2013). This is ideal in learning and improving employee capabilities. Another aspect is the valued contributor who is vital in effectively performing essential job functions. The improving contributor and the ineffective contributor show improvements in the appraisal system and the inability to perform the functions effectively, respectively (Profili et al. 2014).
As the year beginning, employees and their respective managers meet to review the goals and objectives set forth for the year. The managers will ensure that the employees clearly understand their respective duties, roles, positions, and as contributors and team members. The meeting will not only be scheduled at the start of the year but also at a quarterly arrangement, to strengthen the appraisal process. This consistency in interviews and appraisals is vital in helping the employees to adjust their goals. Also, managers use such opportunities to coach their employees to assist in improving the yearly feedbacks as well. This will make the managers and employees have a performance plan in place for better performance (Farndale & Kelliher, 2013).
In conclusion, appraisal tools and appraisal interviews are essential in completing the process of data collection for employee performance. Each workplace requires performance reviews since they help in the provision of valuable information usable for employees and managers of a given organization. Therefore, Telespoazio must ensure that the employees continuously develop their roles, duties, and foster the set goals and objectives of the company. The interviews carried out during appraisal interviews help in changing how managers view their employees because individual representation is paramount during appraisal evaluation.
References
Farndale, E., & Kelliher, C. (2013). Implementing Performance Appraisal: Exploring Employee Experience. Human Resource Management, 52(6), 879-897. Doi:10.1002/hrm.21575
Profile, S., Samarra, A., Innocenti, L., & Gabrielli, G. (2014). Performance appraisal at Telespazio: Aligning strategic goals to people development. International Journal of Case Studies in Management. HEC073, Volume 12, Issue 1, March 2014