Tag Archives: performance management

A Case Study on Approach to Talent Management: Allstate Inc.

These responsibilities included examining the business strategies to define and develop the capabilities required for key roles at various levels. To accomplish this, we identified a set of competencies or success factors that link many of our talent systems together. As a result we adjusted the way Allstate assesses people for hiring, promotion, and development. It included aligning development products and processes to reinforce and build the capabilities defined by our strategies. We linked together processes and practices beyond learning that effect performance, such as performance management, succession planning, talent reviews, development, and so forth. Click here to read more…

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Case Study for Publiacqua S.p.A.

The Customer: Since 1 January 2002, Publiacqua S.p.A. has been contracted to manage the integrated water services for Italy’s ‘Local Authority Water Board No 3 – Medio Valdarno’. The company has 648 employees, turns over € 160 million and provides services across four Italian provinces (Florence, Prato, Pistoia and Arezzo) and 49 municipalities, serving around 1,277,000 people across more than 380,000 properties. Publiacqua’s role ranges from producing and selling drinking water, to filtering and managing sewers, chemical and biological laboratory checks, and the assessment and management of partnerships pertaining to its core business.






The Challenge: As part of a process to improve its business services – which involved significant organisational changes – steps were taken to improve project and performance management. The IT Systems Department identified a number of development areas to support strategic management objectives, including the important role of the “management dashboard” and of integrated reporting features. The main drivers behind the solution chosen by the company were speed of development, flexibility, performance and the need to constrain investment…
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Case Study on Performance Management

Performance management is a management approach, which seeks to get the most out of the human resource. Typically rewards are related to performance and some form of appraisal scheme lies at the heart of this process.

There are many different types of appraisal system. Qualitative appraisal may take the form of a relatively structured interview in which the appraiser develops a report on the performance of the appraisee. Alternatively, a quantitative appraisal may be employed in which the appraiser ranks performance along a scale – excellent, good, adequate, inadequate. Click here to read more…

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Case Studies on Transgas

RWE Transgas Net Optimizes Underground Gas Storage Operations Using Online Performance Management

RWE Transgas Net is a gas transmission system operator in the Czech Republic. The company is responsible for natural gas transmission across the Republic into Western European countries, for inland gas transmission to meet the Republic’s own needs, and for the operation of RWE Group’s gas storage system. A corporate objective was to automate five UGS facilities using technology that would help manage processes such as day-to-day operations, financial analysis, and planning. Click here to read more…

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Case Study on Convergys

Derigo Consulting was commissioned by the multi-national corporation to organise a training weekend that would assess and improve selected managers skills in leadership, motivation and performance management. The chosen group of employees were high performers at middle and senior levels on a major Convergys account who managed between five and 50 people each and came from very diverse cultures and countries, including France, Budapest, Dubai, Norway and Finland. Derigo sourced a project with the Scottish Wildlife Trust which would involve the managers building a badger watching platform at the Falls of Clyde in New Lanark. Click here to read more…

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Performance Management Case Study

Performance management is a management approach, which seeks to get the most out of the human resource. Typically rewards are related to performance and some form of appraisal scheme lies at the heart of this process. There are many different types of appraisal system. Qualitative appraisal may take the form of a relatively structured interview in which the appraiser develops a report on the performance of the appraisee. Alternatively, a quantitative appraisal may be employed in which the appraiser ranks performance along a scale – excellent, good, adequate, inadequate. Click here to read more…

Performance management case study

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Case Study on Risk Analysis

A Case Study in Successful Risk-Based Testing at CA Introduction This article presents a case study of a risk-based testing pilot project at CA, the world’s leading independent IT management software company. The development team chosen for this pilot is responsible for a widely-used mainframe software product called CA SYSVIEW® Performance Management, an intuitive tool for proactive management and real-time monitoring of z/OS environments. By analyzing a vast array of performance metrics, CA SYSVIEW can help organizations identify and resolve problems quickly.

Risk Analysis Case study

Companies are highly dependent on the reliability of their mainframe systems. If the mainframe doesn’t run, the company stops. Mainframe workloads also are growing considerably as companies’ businesses grow and as they continually seek to leverage data and applications in new ways. At the same time, these companies are losing their experienced mainframe workforce, largely to retirement. This makes the quality of their mainframe management. Click here to read more…

Case Study on Human Resource Management in an International Context

Case Study about Human Resource Management in an International Context

The idea of appraising performance has existed for many years and has revolved largely around an annual review of objectives between manager and subordinate. Such appraisal has been restricted often to management or supervisory groups, has been backwards-focused on historic performance, and has not typically sought to adopt a strategic approach. The concept of performance management, however, is a more recent development which adopts a future-oriented strategic focus and is applied to all employees in a workforce in order to maximise their current performance and future potential.

This increased focus on performance at all levels in an organisation arises from the pressures of globalisation and the associated requirement to create competitive advantage in order to survive in an international market place. Human capital, the value-creating skills, competencies, talents and abilities of an organisation’s workforce (Elias and Scarbrough, 2004), is argued to be an essential component in creating such competitive advantage (Mayo, 2001). Performance management is argued to have a key role in developing such human capital (Tahvanainen, 2000). Keep reading…

A Case Study on Performance-Based Management: Burkina Faso

Case Study about Performance-Based Management: Burkina Faso

Introduction: The Government of Burkina Faso’s first program on CommunityBased Rural Development achieved important outcomes. As a result, an agreement was reached between the Government and its technical and financial partners1 on financing a second phase, PNGT2, which officially began on February 19, 2002. This second Community-Based Rural Development Project supports the National Program for Decentralized Rural Development (PNDRD).

Its primary aim is to build the people’s capacity so that they can manage their own sustainable, equitable, and productive development and to facilitate implementation by rural communes. It is part of a comprehensive poverty reduction strategy developed by the Burkinabé Government. Keep reading…

A Case Study on Performance Management: Stakeholder Economy

Case Study about Performance Management: Stakeholder Economy

Abstract: A practical application of stakeholder theory in a case study. The context, a South African company operating in a social polity of affirmative action toward racially-disadvantaged stakeholders and investors, provides an ideal setting to examine the moral tension faced by management between profit and social responsibility. A model of performance management is proposed that overcomes the dichotomy between the prioritisation of shareholders advocated by neo-classical economics and the wider interests of stakeholders. It uses three dimensions of performance criteria, specific to each stakeholder, and a fourth, value added, as an integrating mechanism. The attitudes of directors, executive management, and external stakeholders convey the pragmatism adopted between value and values.

Introduction: This research is a response to the frustration felt by many advocates of stakeholder theory that academic debate over the moral obligations of business has inhibited pragmatic application of the concept. Both these ‘normative’ and ‘instrumental’ considerations (Donaldson & Preston, 1994) are confronted in this case study of a para-statal company operating in South Africa subject to targets across a number of stakeholder groups -because of government policy initiatives on black economic empowerment [BEE]. The normative dimension lies in whether management owe a duty to shareholders alone or to a wider group of stakeholders and, if the latter, whether interest is teleological or solely a means to generate shareholder wealth. Keep reading…