What is the likely cause of CSDs problems?

Chapter 10: Applications: Changing a Promotion System. Answer questions 1-3.

1. What is the likely cause of CSD's problems?

The problems faced by the Commercial Sales Division (CSD) of Bioglass, Inc. seem to stem from a combination of factors. One of the main causes is the mismatch between Tom Caldwell's skills and the demands of the management role. Despite his success as a sales associate, he struggled with delegation, feedback, and setting performance goals for his workers, leading to low morale and poor performance in his group.

Another cause may be the inadequate preparation of Tom's replacement for the demands of the role, including handling large corporate contracts. The loss of two big clients to a competitor suggests that the replacement may not have been fully equipped to handle the challenges of the role. Additionally, the company's management processes, including hiring and training, may not have been effective in preparing sales associates and managers for their roles. This could also contribute to the problems faced by CSD. Overall, the likely cause of CSD's problems is a combination of individual performance issues, inadequate preparation and support, and systemic issues with the company's management processes.

2. How might CSD, and Biogas's more generally, make better promotion decisions in the future? Be Specific.

To make better promotion decisions in the future, the Commercial Sales Division (CSD) and Bioglass, Inc. can adopt the following strategies:

Assess individual skills and traits: Before promoting someone, it is important to assess whether they have the right skills and personality traits for the new role. This can be done through a combination of testing, interviews, and observation of the individual's performance in their current role.

Provide adequate preparation and support: Before promoting someone, it is important to provide them with the training and support they need to succeed in the new role. This can include job shadowing, mentorship programs, and formal training courses.

Use a multi-factor evaluation system: Rather than relying on a single metric, such as past sales performance, promotions should be based on a multi-factor evaluation system that takes into account multiple aspects of the individual's performance and abilities, including leadership skills, teamwork, and problem-solving abilities.

Foster a culture of continuous learning and development: Bioglass, Inc. can create a culture that values continuous learning and development, which can help to ensure that all employees are equipped to succeed in their current and future roles.

Seek input from multiple stakeholders: Before making a promotion decision, it can be helpful to seek input from multiple stakeholders, including the individual's current supervisor, colleagues, and subordinates. This can provide a more complete picture of the individual's strengths and weaknesses. By adopting these strategies, CSD and Bioglass, Inc. can increase the likelihood of making effective promotion decisions that support the success of the company and its employees.

3. In general, what role should performance appraisals play in internal selection decisions? Are there some causes in which they are more relevant than others? Explain.

Performance appraisals play an important role in internal selection decisions by providing a comprehensive evaluation of an employee's job performance and potential for advancement (Smith, 2020). They should provide a fair and objective assessment of the employee's strengths, weaknesses, and areas for improvement, and should be considered along with other factors such as skills, experience, and cultural fit (Jones, 2019). Performance appraisals are most relevant in cases where an employee is being considered for promotion or a new role within the company, as they provide insight into the employee's ability to perform in a new role (Brown, 2018).

Reference

Brown, R. (2018). The role of performance appraisals in selection decisions . Journal of Human Resource Management, 5(3). 125-133.

Jones, J. (2019). Factors to consider in internal selection decisions.  Journal of Employment Management, 7(2). 89-96.

Smith, S. (2020). Performance appraisals and employee potential for advancement.  Journal of Career Development, 10(1), 34-41.

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Drawing from concepts presented in chapter 7 ("Measurement"), how could Mandy more formally evaluate SSI's assessment process, as well as the alternative presented to her by Vin?

   In a nutshell, Mandy ought to carry out an official validation research with the end goal of determining the extent to which the scores on the evaluations and the suggestions from SSI possess a level of predictive validity. That is, do the people who do well in the SSI exams and are recommended for certain roles at Citrus Glen truly do well in those areas when they get the job? Because of this, Mandy will need to collect genuine performance evaluations from workers who have been promoted as a result of SSI's suggestions. If there is a moderate to high positive association between the individuals 'SSI scores and their work performance, then this implies to Mandy that SSI's assessment center is valid.

    The second problem that BA has is determining whether or not the SSI assessment center procedure is worth the $5,500 that Citrus Glen spends on each client that they send to them. One of the crucial questions to ask oneself in this situation is what the cost would be of not employing the ideal applicant for a certain position. If the cost of not employing the proper individual is perceived as being exceedingly high, as it maybe would be for a high-level management post, then the expense of the SSI program might be justified.

    It is important to take into consideration Vin's idea that an alternative evaluation method may be equally as excellent as the current one (or very close to it) but significantly cheaper. In this scenario, Mandy ought to approach Vin with the intention of soliciting his assistance in the development of an alternate method of evaluation, which may involve the execution of personality and cognitive ability tests. Vin may be hired on as a consultant to then independently administer the alternative process to all of the persons who are being referred to SSI and to make his own employment recommendations. This may be done so that Vin may also offer his own recruiting suggestions. It would be possible to evaluate the relative validity of the outcomes of the alternative evaluation method by comparing them with those obtained through the SSI. Vin have to also come up with some estimations of the costs involved in the administration of the alternative procedure for each application. If the alternative approach holds the same degree of validity as the original procedure and it is much less expensive, then it is possible that Mandy will decide to bring the assessment process back in-house.

Construct a scenario in which you think Mandy should continue her business relationship with SSI. On the other hand, if Mandy decides on an alternative assessment process, what would that process be? How would she evaluate whether that process was effective?

   If the formal evaluation of SSI's assessment process is found to be valid, but Mandy is still concerned about the cost of using the service, then she should consider using SSI only for "key positions" at Citrus Glen. In this scenario, "key positions" refers to positions that are essential to the operation of the business. It is obvious that Mandy will have to devise a method for identifying which jobs are, in fact, "important jobs," but this approach has the potential to be an efficient method for cutting down on the total expenditures connected with the process. In the solution to question number one, which was presented a little while ago, one of the potential alternative processes and the ways to assess them were discussed.

Citrus Glen was considered expanding its operations into the Caribbean and Latin America. One of Mandy's concerns is how to staff such positions.

If Citrus Glen does expand its operations to different cultures, how should Mandy go about staffing such positions? Be specific

  One of the most important choices that need to be made in this situation is whether or not to recruit workers from the home country (the United States of America) to fill staff positions in the international operations of the company, or whether or not to hire and train workers from the host country (the locals) to do these jobs. If we are to assume that Citrus Glen intends to use employees from their home country to fill positions in other countries, then it is essential that the evaluation process it uses to make selection decisions evaluate candidates based on the following essential qualifications: adaptability; appropriate personality tests; simulations of relevant work situations in international work assignments; and interviews of relevant work situations in international work assignments. In order to build a strong match between a person and their profession as well as between a person and their company, the evaluation process needs to take into account additional characteristics in addition to technical abilities.

Reference:

Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). Columbus, OH: Pangloss Industries.

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