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Appraisal
In France, you and D Grayson had successfully obtained an initial €250,000 order from
Margerine SA at the full price. You had stressed to the French company the importance of
after sales service and the training that Burke could provide the company, thereby
overcoming many of the problems that they were facing during their period of rapid
change. You had also managed to persuade Margerine to take part in the trial of the new
'smart' valves. It seemed likely that Margerine could place an order approaching € 1 million
for such systems, providing Burke met their specific production and operational
requirements.
You are now reviewing the appraisal system in general and the specific appraisal of the
Finance Director. Originally, appraisal in Burke Engineering was intermittent and had taken
place every 18 months on average. You as J Franklin had decided that appraisals should
take place every 6 months, and had started the process with a new round of appraisals
after 6 months in the company. At the time of this initial appraisal, there were set joint
action standards with A Siddiqui. However, these were not particularly effective, and had
made you think that there was probably a better way of organising the appraisal system
throughout the company. You are concerned that junior staff have complained that
managers have been using the appraisal system as a means of discipline rather than of
objective evaluation, the majority of which had production department.
This appeared to be part of a larger problem, that the appraisal system currently used was
too biased towards finding faults, and not directed towards positive support from either
individual supervisors or the company overall. This analysis of support requirements for
subordinate staff was becoming more important as the company entered new and
demanding market sectors. You realise that the training identified within the previous
business plan are already insufficient to enable the company to fulfill all the requirements
involved in its expansion into the 'smart' valve sector.
The appraisal forms as they currently existed, were not detailed enough to focus on areas
for investment training. This was another issue that the review of the appraisal system
would need to consider. For the next appraisal of A Siddiqui you have collected together
the previous appraisal report (produced before you had been made managing director),
the initial 6 month appraisal, together with the joint targets that the finance director and you
had previously agreed with comments on how well they had been achieved. You also have
added the new job description to the file.
A Siddiqui original (prior to J Franklin's appointment) appraisal report
Current position: Finance Director. Age: 55.
Number of years with company: 35.
Reporting structure: Managing Director.
Line responsibility: Data processing manager, finance manager, security manager, costing
manager. 35 subordinate staff.
Staff responsibility: Sales & marketing, production, technical.
Skills level: 3.
Past history: Entered Burke Engineering after working in accounts office of local firm for 3
years. Qualified as CIMA after 15 years.
Years in current position: 15.
Special skills: Knowledge of Burke Engineering customers.
Training over last year: Nil.
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