- BUS FPX 3040 Assessment 2 Performance Management and Training
Performance Management and Training
The research also explores how IBM addresses its human resource management and training, as well as its efficiency and weaknesses. The applicability of performance management systems in organizations is analyzed in the paper with particular reference to IBM, its communication channel, and some important features for the optimal effectiveness of the system.
The research also provided indications for improvements in goal-setting interventions, feedback processes, and the incorporation of emerging technologies. In addition to the above, it also analyzes how IBM’s training program meets organizational learning goals and their implications for the performance of the employees. Other research questions aim to determine the extent to which training practices and the performance of IBM protect against legal risks, confirming and/or denying compliance with employment laws and nondiscrimination policies in the organization.
Performance Management System Analysis at IBM
This makes it very vital in technology and consulting, while it has developed a strong method of tracking success. The above method is effective since it always emphasizes making improvements, whereby organizations have to ensure that everyone is aligned with the objectives of the firm. There is one more piece of evidence that can be linked to the lack of focus on effective approaches—IBM’s way is the only one that is not based on the traditions to review something periodically and, instead, it is based on providing elemental, fast comments.
To improve efficiency, the strategy offers a system that is easier to adapt and can give faster responses (Jewell et al., 2020). IBM’s performance management system is also descriptive, objective, pragmatic, and results-oriented. KPIs and objectives are provided to staff, and such information is cascaded across an organization. For instance, the objective of a data scientist might include correct data, timely reports, and analysis insights provided. It means that the level of detail helps workers grasp what they are doing as contributing to the overall objectives of the firm.
BUS FPX 3040 Assessment 2 Performance Management and Training
IBM adopted intensive communication strategies to ensure workers understand and participate in their performance management practices. There are many ways through which a company communicates. First, through a network within IBM, detailed performance management tools are distributed. Doing so makes it simple for workers to access such information as rules, standards, and examples (Awan et al., 2020).
The benefit of this resource is that it allows everyone in the company to see things from the same perspective. To support this system, IBM also has monthly classes and talks focusing solely on performance management. Managers can discuss the meaning of performance measures, how they are useful to improving an individual and organization, and the correlation of measures to organizational success during these meetings (Musso & Weare, 2021). For those working there, asking questions in such exchanges that foster disclosure and candor is possible.
In addition to websites, IBM applies other technological facilities to enhance connection even more, making use of sites and mobile applications. Using this plan, workers can access the latest information about their performance and monitor their progress. This digital ease allows categorization for the workers to know where they are and where they can make some adjustments (Musso & Weare, 2021). The performance management of IBM incorporates the use of technology and physical touch, which provides the workers with the necessary feedback to show that they understand their goals and accomplishments and empowers them to take responsibility for their individual development.
Effectiveness of the Current Performance Management System at IBM
Of course, I would like to focus your attention on several significant keys of the performance management system that make IBM successful. This fact is one of its significant advantages, which helps to establish frequent communication between managers and workers. Unlike a typical silo system in which reviews are conducted annually, IBM’s system enables frequent interactions that enable consumers to instigate instant feedback and adjustments (Moore et al., 2021).
That is why there are no delays in quickly identify the wins and take corrective measures that are very effective when it comes to employee development and performance. And finally, it is quite significant that the company’s overall goals comprehensively inspire all goals set on the individual level. Through the help of specific success measures of work, IBM ensures that the work accomplished by each worker correlates with the general goals of the company (Moore et al., 2021). This method enables the company to flex midway through business strategies and requirements and assists the workers in understanding what they need to do for the company to achieve its objectives.
This is specifically useful due to the focus on clarity and openness in the method. Providing the workers with clear information relating to performance standards and the company’s goals allows them to see all that is required of them and the company’s expectations. People are conscious of it, and this MBO goal setting instills responsible and proactive feelings that compel individuals to take ownership of their success. Moreover, the use of digital tools that provide workers with current information about their performance empowers them with information on the progress they are making or the options they have toward the right job development.
This paper is an analysis of the IBM performance management system, and the conclusion that can be drawn is that it does; however, it is not without a few flaws that could be corrected. One very important issue that should be discussed is the flexibility of the possibilities of goal setting. They believed that a better approach towards the establishment of goals that incorporates the notion of time, which is characterized by the increased tempo of project delivery and the dynamism of the market, could enhance the flexibility of the system (Carlini & Grace, 2021).
One more important area is that the feedback process could be more effective and easily organized in a company to define the skills and match them with training materials. More contemporary solutions like big data and machine learning can also be useful. These new ideas may improve the ways and means of performance reviews and ensure that the reviews, new and comprehensive, are complete and fair for everyone.
Differences in Formal and Informal Performance Feedback Processes at IBM
IBM can get a complete picture of how their employees are doing by using a mix of official and unofficial performance review methods. The organized feedback component consists of periodic performance reviews, which are generally done at least twice a year, sometimes even only once a year (Patterson, 2020).
These are official events where managers and workers discuss what they’ve done well before, what they will improve on, and their future goals. Of course, you can’t have performance reviews that just bounce up and down, forgetting to discuss anything important other than grades, evaluations, and, ultimately, promotions. This organized method ensures that performance reviews are within IBM’s long-term goals, so it is easy to see how each person’s work relates to IBM’s mission.
BUS FPX 3040 Assessment 2 Performance Management and Training
By contrast, IBM’s informal feedback method involves managers and workers communicating with each other more often and less formally. They typically occur through a regular check-in or a constricted talk about a project, where we offer proscribed feedback on something specific (Patterson, 2020). The real-time feedback makes it simple to spot wins quickly and see where to improve. A culture of ongoing feedback helps IBM workers stay on point when work and project needs change quickly.
-
Improve Possible Ways to IBM Process
That being said, if IBM is going to make its performance feedback systems work better, it could try a few new ideas. One improvement would be real-time feedback tools to provide ease of communication between workers and managers all the time (Mourtzis et al., 2020). Using digital platforms and mobile apps, IBM can deliver quick, competency-based feedback. It suits what the company is about — technology progress. It would maintain a performance management system that must change with the times and what people are up against at a quick pace in a work setting.
However, you can take comments from different sources to understand how your employees do their work fully. The feedback that this method uses comes from a variety of people, including direct reports, coworkers, and outside clients (Mourtzis et al., 2020). A feedback system, informed by various views towards an employee’s skills, achievements, and areas for improvement, amounts to a full evaluation of an employee’s skills and areas of need for improvement. This helps the process of performance review to become fair and balanced.
Best Practices to Improve Employee Performance at IBM
Basically, there are several ways through which IBM ensures that it reaps the highest returns for its business venture as well as from employees, hence emerging as a more successful business entity. One major concern is the achievement of the private objectives that are congruent to the organizational objectives. IBM motivates its workers by ensuring their objectives are aligned with the image IBM has in mind to achieve. A paper reveals that aspects of the alignment between personal and business goals positively impact motivation and drive (Dachner et al., 2021).
Another thing that IBM does effectively is provide fast and meaningful feedback. I realized that informing the workers regularly made them understand their strengths as well as areas that required improvement, hence boosting growth continually. The only feedback study Dachner conducted in 2021 aimed at understanding how specific and useful feedback can increase performance by many folds.
IBM also places a lot of emphasis on the cultures of continuous learning. An organization must allow its employees to explore a vast number of opportunities, including professional development and training options. His passion for learning results in an improvement in performance at work and the transition to a shifting environment.
Aalders (2023) also states that there is nothing to understanding how to motivate people through compliments, and IBM understands it well. A culture of greatness is enhanced by the fact that the company applauds success and good performance. The proof demonstrated that proper structures in award and recognition systems significantly enhance the level of satisfaction among workers and productivity.
Importance of Training at IBM
Training is a key piece of making sure that the company’s skills match its success goals at IBM. Because technology moves at this rate, IBM makes sure their workers are at the top of their game. The business invests a lot of money in programs that help the business meet its strategic goal. The business benefits from keeping its employees skilled, and this, in turn, helps the business to succeed overall (Aalders, 202^).
The training offered by IBM is indicative of the fact that the company is devoted to never-ending learning. Although the IBM Learning Hub is an example, there are many places where you’ll find classes and licenses in areas such as cybersecurity, machine learning, and cloud technology. Training workers is done on tailor-made training programs that ensure workers are ready for both the current and future job requirements (Fenlon & Fitzgerald, 2021).
BUS FPX 3040 Assessment 2 Performance Management and Training
That big impact on how well employees perform their jobs does happen with these training programs. Not only does targeted training make employees better at what they do now, but it also primes them to deal with changing job requirements. Also, IBM promotes new ideas through its training programs (Fenlon & Fitzgerald, 2021).
The company understands the need to be cutting edge, so being able to learn new, advanced skills for quantum technologies is something our resources like the Quantum Computing Lab help with. That fits with research on beneficial training that leads to more creativity and better job success.
Protecting Against Litigation: Training and Performance Management at IBM
There is no doubt that companies must have good training and performance management to manage their legal risk levels. Moreover, these methods at IBM not only enhance the worker’s ability to execute their duties but may also reduce legal issues.
These authors also point out that Davis and Meyer, cited in Hristov et al. (2021), identify that IBM invests in intensive training and effective performance management procedures to ensure workers understand what is expected of them (IBM). Lastly, these steps ensure that there is an acceptable paperwork policy and equal treatment for everyone; this reduces conflicts, and the organization is shielded from lawsuits.
Another of the strengths is that commitment to EEO principles at IBM is integrated into all kinds of training. The company spares no effort in reflecting both the workers and the management on the state of recent anti-discrimination laws and policies of the company. This reduces the probability of legal issues on discrimination (Hristov et al., 2021). As Hristoy (2021) unveils one example, it means that there are training programs in the corporation that bring together diverse people.
These programs are expected to increase people’s level of consciousness and information on fair practices and, to an extent, ensure workplace compliance with EEO standards. Thus, by making use of these concepts in its education work, IBM not only enhances compliance with the relevant rules but also strengthens the promise given for the formation of a polite and welcoming working environment.
To avoid running foul of the law, IBM incorporates vital aspects of legal requirements into its training regimen. This involves updating workers on the ADA so that all of them are aware of and appreciate provisions for those with disabilities (Blanck, 2020). Official ADA training emphasizes the concept of following the rules in addition to stressing the need to do so so that people do not unwittingly become embroiled in legal malpractice while fostering a hospitable workplace.
BUS FPX 3040 Assessment 2 Performance Management and Training
Performance management means at IBM that the organization conducts security checks in compliance with the FCRA. The company ensures that all workers are informed about their stand in regard to the background checks, and the appropriate permission from them is obtained before conducting any check on them (Blanck, 2020). It is an exhaustive method that ensures IBM does not get involved in legal issues as a result of failure to adhere to the FCRA.
This training demonstrates to IBM employees how crucial it is to make the workplace free from any form of harassment. Managers and employees are thoroughly trained on how to identify cases of hostility and how such issues have to be handled (Saxena et al., 2020). Because the company strives to maintain an open and safe environment, they have taken measures like reporting something anonymously, which makes it difficult for one to make a revenge claim.
Conclusion
Thus, as it has been identified, it is seen that most of the aspects of IBM’s performance management system are good; however, some points could be improved so it would better fit a contemporary business environment. The organization attaches special importance to communication with others, the indication of truth, and ensuring group-oriented objectives.
It is nonetheless true that there are possibilities to make conditions more favorable by providing the system with more freedom, enhancing the existing feedback systems, and implementing new technologies. Training at the company is also very relevant in updating skills and promoting creativity among the staff. It describes how IBM is doing things at the present moment and suggests how they might be done in the future. This study is valuable to organizations that foresee a need to enhance their training and performance management systems. Read more about our sample BUS FPX 3040 Assessment 1 Recruitment and Selection for complete information about this class.
References
Aalders, A. (2023). Cultivating organizational excellence. In Management for Professionals.
https://doi.org/10.1007/978-3-031-26289-0.
Awan, S. H., Habib, N., Akhtar, C. S., & Naveed, S. (2020). Effectiveness of performance management system for employee performance through engagement. Space Alternating Generalized Expectation Open, 10(4), 1–15.
https://doi.org/10.1177/2158244020942990.
Blanck, P. (2020). Disability inclusive employment and the accommodation principle: Emerging issues in research, policy, and law. Journal of Occupational Rehabilitation, 30(4), 505–510.
https://doi.org/10.1007/s10926-020-09940-9.
Carlini, J., & Grace, D. (2021). The corporate social responsibility (CSR) internal branding model: Aligning employees’ CSR awareness, knowledge, and experience to deliver positive employee performance outcomes. Journal of Marketing Management, 37(7-8), 1–29.
https://doi.org/10.1080/0267257x.2020.1860113.
Dachner, A. M., Ellingson, J. E., Noe, R. A., & Saxton, B. M. (2021). The future of employee development. Human Resource Management Review, 31(2), 100732.
https://doi.org/10.1016/j.hrmr.2019.100732.
Fenlon, M., & Fitzgerald, B. (2021). Creating the future workforce today.
https://www.bhef.com/sites/default/files/2021_PwC-BHEF-Report2.pdf.
Hristov, I., Appolloni, A., Chirico, A., & Cheng, W. (2021). The role of the environmental dimension in the performance management system: A systematic review and conceptual framework. Journal of Cleaner Production, 293(1), 126075.
https://doi.org/10.1016/j.jclepro.2021.126075.
Jewell, D. O., Jewell, S. F., & Kaufman, B. E. (2020). Designing and implementing high-performance work systems: Insights from consulting practice for academic researchers. Human Resource Management Review, 32(1), 100749.
https://doi.org/10.1016/j.hrmr.2020.100749.
Moore, H. L., Bakker, A. B., & van Mierlo, H. (2021). Using strengths and thriving at work: The role of colleague strengths recognition and organizational context. European Journal of Work and Organizational Psychology, 31(2), 1–13.
https://doi.org/10.1080/1359432x.2021.1952990.
Mourtzis, D., Siatras, V., & Angelopoulos, J. (2020). Real-time remote maintenance support based on Augmented Reality (AR). Applied Sciences, 10(5), 1855.
https://doi.org/10.3390/app10051855.
Musso, J. A., & Weare, C. (2021). Performance management goldilocks style: A transaction cost analysis of incentive intensity in performance regimes. Public Performance & Management Review, 12(2), 1–27.
https://doi.org/10.1080/15309576.2019.1677481.
Patterson, M. (2020). A structured approach to strategic alignment between business and information technology objectives. South African Journal of Business Management, 51(1).
https://doi.org/10.4102/sajbm.v51i1.365.
Saxena, N., Hayes, E., Bertino, E., Ojo, P., Choo, K.-K. R., & Burnap, P. (2020). Impact and key challenges of insider threats on organizations and critical businesses. Electronics, 9(9), 1460.