Deloitte's Reinvented Performance Management System vs Coles Performance Management System

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resource Management
Name of the Student
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Author Note

1STRATEGIC HUMAN RESOURCE MANAGEMENT
Table of Contents
1.0 Introduction......................................................................................................................................2
2.0 Discussion........................................................................................................................................2
2.1 Analysis Deloitte’s redesigned performance management system.............................................2
2.2 Deloitte’s reinvented performance management approach Vs Coles performance management
system..........................................................................................................................................5
2.3 Recommendation for Coles for adopting best approach performance management...................7
3.0 Conclusion.......................................................................................................................................9
4.0 Reference List................................................................................................................................11

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1.0 Introduction
An organization can attain effective brand reputation, competitive advantage and greater
customer base if the performance of the company is good. Mone and London (2018) stated that
performance of an organization can be measured through the competency of the employees
working collaboratively for accomplishing the organizational objectives. Awadh and Alyahya
(2013) furthermore depicted that thus an organization have to measure the performance of the
employees whether or not they are able to fulfill the role roles given to them and the resource
available are suitable for them.
Deloitte have reinvented the system of the performance management that can recognize
varying performance anytime and illustrate strategies that boost the performance in the future.
The other organization that is taken into consideration is Coles. This report will analyze the
Deloitte’s redesigned performance management system, compare the developed system with
performance management system of Coles and then identify some gaps that are not present in
later organization. Lastly, based on the identified gap, recommendation to the Coles will be
demonstrated for adopting the best approach of the performance management to manage their
employees.
2.0 Discussion
2.1 Analysis Deloitte’s redesigned performance management system
According to the survey conducted by Deloitte, it has been found that 58% of the
respondents agree that the performance management system that is followed in their
organization, does not address employee engagement and their effective performance (Harvard

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Business Review 2018). Thus, the main reason for reinventing the performance management
system is to focus on fueling performance based on the future requirement and not on the
assessment of the past. Deloitte adopts the strategy of separating the compensation decisions
from the daily performance management (Harvard Business Review 2018). The prime reason for
considering this strategy is to develop a better understanding of the performance based on the
quarterly result or per project outcome. The result of the Deloitte’s survey also shows that an
organization on an average spend close to 2 million hours a year for assessing the performance of
the employees (Harvard Business Review 2018). However, the major mistake that the manager
of the organization consider is that they talk about the approaches employee can take to obtain
the company’s goals and not on the discussion about their ability to attain the goals. Thus, it can
be said that managing authorities of the organization need to assess the competency of the
working personnel and evaluate whether or not they need any resources and assistance to
enhance their ability to obtain the organizational goals.
Furthermore, another finding of the Deloitte’s reinventing performance management
highlights the fact that on evaluating individual’s skills always generates inconsistent data
(Harvard Business Review 2018). The prime reason behind the same is that on measuring
performance of the employee, the unique rating tendencies of the rater has been rated rather than
the performance of the ratee (Harvard Business Review 2018). Thus, the strategy that the can be
implemented by the organization is to evaluate their existing system. Deloitte found that most of
the workers agree that workers prefer to in the company as they get the opportunity to utilize
their strength. Thus, in the performance management session, the leader should be asked what
they do to enhance the performance of the employee so that they can obtain the organizational
goals more effectively rather than what the leader think about that particular individual.