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Determine the type of performance approach Fossil used. Use relevant examples  from the article

Determine the type of performance approach Fossil used. Use relevant examples  from the article

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
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Determine the type of performance approach Fossil used. Use relevant examples 
from the article

6 ill C New tab 74 of 92 File Q PDE*BCOM Y3 AA Calendar JULY 202 × PDF *BCOM Y3 AA Calendar JAN 2027 X C:/Users/silence/Downloads/BCOM%20Y3%20AA%20Calendar%20JAN%202022.pdf 3 [**] CD Page view A Read aloud (T) Add text + L HUMAN RES BACHELOR OF COMMERCE YEAR 3-ACADEMIC AND ASSESSMENT CALENDAR - DISTANCE and all work is set aside for the day. Conversations between managers, employees, and teams are all centered on performance. Fossil Group recognized that simply having more performance conversations wasn't enough - the conversations needed to include healthy dialogue, debate, and collaboration from managers and employees. They created 1-on-1 templates to help guide managers and employees through an effective and productive goal conversation. Check-in templates could be customized to the needs and work of individual teams and team members. The templates helped ensure conversations were focused on creating clear, aligned, and motivating goals. Fossil Group wanted to bring performance conversations full circle by recognizing employee performance daily. They created recognition toolkits for managers including fun notecards, gift cards, and employee recognition tips. fossil-group They also launched an online, peer-to-peer recognition program that generated an average of 140 recognition stories each week. By taking time to uncover the needs of its employees, and delegating time for managers to focus on performance, Fossil Group was able to listen and act on employee voices and evolve their performance strategy for success https://www.quantumworkplace.com/future-of-work/performance-management-case-study- 13/15 OneDrive X J A 19 60 10 s Screenshot saved The screenshot was added to your OneDrive. 503 X x =
Transcribed Image Text:6 ill C New tab 74 of 92 File Q PDE*BCOM Y3 AA Calendar JULY 202 × PDF *BCOM Y3 AA Calendar JAN 2027 X C:/Users/silence/Downloads/BCOM%20Y3%20AA%20Calendar%20JAN%202022.pdf 3 [**] CD Page view A Read aloud (T) Add text + L HUMAN RES BACHELOR OF COMMERCE YEAR 3-ACADEMIC AND ASSESSMENT CALENDAR - DISTANCE and all work is set aside for the day. Conversations between managers, employees, and teams are all centered on performance. Fossil Group recognized that simply having more performance conversations wasn't enough - the conversations needed to include healthy dialogue, debate, and collaboration from managers and employees. They created 1-on-1 templates to help guide managers and employees through an effective and productive goal conversation. Check-in templates could be customized to the needs and work of individual teams and team members. The templates helped ensure conversations were focused on creating clear, aligned, and motivating goals. Fossil Group wanted to bring performance conversations full circle by recognizing employee performance daily. They created recognition toolkits for managers including fun notecards, gift cards, and employee recognition tips. fossil-group They also launched an online, peer-to-peer recognition program that generated an average of 140 recognition stories each week. By taking time to uncover the needs of its employees, and delegating time for managers to focus on performance, Fossil Group was able to listen and act on employee voices and evolve their performance strategy for success https://www.quantumworkplace.com/future-of-work/performance-management-case-study- 13/15 OneDrive X J A 19 60 10 s Screenshot saved The screenshot was added to your OneDrive. 503 X x =
6 ← C ill New tab 73 of 92 File Q PDF *BCOM Y3 AA Calendar JULY 202 X PDF *BCOM Y3 AA Calendar JAN 202 × + C:/Users/silence/Downloads/BCOM%20Y3%20AA%20Calendar%20JAN%202022.pdf Page view| A Read aloud | (T) Add text TROUM LTD Tunuming base stay and answer the quesuvIIS MUTOTT. The Evolution of Fossil's Performance Management Process 4 HUMAN RES Fossil Group was using a complex, 100% paper process for performance reviews and check- ins for more than 15,000 global employees. They wanted to move toward a digital performance management strategy, but knew they needed to simplify the process first. Fossil Group set up four traditional components that were stretched across three strategic touch points throughout the year. These touch points were supplemented with ongoing performance conversations that could be initiated by any employee, at any time. As Fossil Group evolved its company-wide performance approach, they were happy to see immediate progress. 92% of employees were participating in goal-setting reviews, setting an average of six goals per employee. However, when they dug into the data, they found that 35% of individual goals created were misaligned or did not have an impact on the organization and its strategic priorities. They knew they needed to get better at goal alignment if they wanted to meet important business objectives. Although the three formal performance touch points in place were working, Fossil Group knew teams needed to have goal conversations more frequently. They implemented informal "check-ins" that could be launched by any employee at any time. To ensure adequate time was made for important performance conversations and other performance related activities, Fossil Group implemented "Performance Days" — days strictly dedicated to employee performance. On these days, no task-related meetings are scheduled, 13/15 J A 19 60 10 503 x =
Transcribed Image Text:6 ← C ill New tab 73 of 92 File Q PDF *BCOM Y3 AA Calendar JULY 202 X PDF *BCOM Y3 AA Calendar JAN 202 × + C:/Users/silence/Downloads/BCOM%20Y3%20AA%20Calendar%20JAN%202022.pdf Page view| A Read aloud | (T) Add text TROUM LTD Tunuming base stay and answer the quesuvIIS MUTOTT. The Evolution of Fossil's Performance Management Process 4 HUMAN RES Fossil Group was using a complex, 100% paper process for performance reviews and check- ins for more than 15,000 global employees. They wanted to move toward a digital performance management strategy, but knew they needed to simplify the process first. Fossil Group set up four traditional components that were stretched across three strategic touch points throughout the year. These touch points were supplemented with ongoing performance conversations that could be initiated by any employee, at any time. As Fossil Group evolved its company-wide performance approach, they were happy to see immediate progress. 92% of employees were participating in goal-setting reviews, setting an average of six goals per employee. However, when they dug into the data, they found that 35% of individual goals created were misaligned or did not have an impact on the organization and its strategic priorities. They knew they needed to get better at goal alignment if they wanted to meet important business objectives. Although the three formal performance touch points in place were working, Fossil Group knew teams needed to have goal conversations more frequently. They implemented informal "check-ins" that could be launched by any employee at any time. To ensure adequate time was made for important performance conversations and other performance related activities, Fossil Group implemented "Performance Days" — days strictly dedicated to employee performance. On these days, no task-related meetings are scheduled, 13/15 J A 19 60 10 503 x =
Expert Solution
Step 1

It is the duty of the manager to act as a bridge between the top management and employees and to communicate the decisions taken by the top management to the employees. Also the management in the organization should address the grievances of the employees by escalating them to the top management. 

The employees will be supplied with their requirements, and the management will address the grievances of the employees quickly. The employees should be selected based on their talents, and ability to complete the assigned tasks effectively. 

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