HRM FPX 5060 Assessment 3 HR Challenge: Performance Management and the Employee Experience

HR Challenge: Performance Management and the Employee Experience

Slide 1

My name is____, and I want to thank you all who took the time to hear this presentation. Now, I can discuss the necessity to renew the attitude of our organization toward performance management and the overall better working experience of the employees. Since the company is not yet of age and has an operating competitive engineering environment, we have to change the orchestrated practices that will help the company to engage, develop, and retain employees in the long run. In this presentation, we will discuss the problems of our contemporary times, the effects of ancient systems, and the advantages of more procedural processes and allowing systems.

Slide 2

As will be shown in the presentation, the future of an outdated architectural engineering firm needs to be the implementation of a new approach to employee experience and the implementation of a performance management system. We are now in the midst of a chain of severe problems that affect the morale, productivity, and retention of the employees in the long term. These do not have any such onboarding process; there is no performance recognition program whatsoever, no system of performance appraisal at all (Godinho et al., 2023). An aged working environment and a leadership style that is no longer relevant to the present-day workforce are also witnessed in the company. The company will be in a position to make the feedback and programs more interesting and meaningful, that motivate employees to develop, that will result in a more committed workforce.

Slide 3

• Current State Analysis

The organization is currently experiencing a number of organizational and cultural issues, which impact our workforce and the overall performance of the organization directly. New employees are recruited without the organization of being inducted and therefore are not ready; their heads are in a jumbled mess, and most importantly, they do not know what to expect on their very first day in the job. Failure by employees is not usually coached or assisted, and instead, they get fired, and the turnover rate is high; skills and knowledge are lost (Romão et al., 2022). This can be traced to the fact that there are no formal performance appraisals and the employees are not categorically put in place as regards to their development, what they require to improve, and their future. Moreover, meager rewards or appreciation will turn out to be low morale, and will also help in demotivating employees to go out of their way. It also reduces the daily working experience of employees since the working conditions are physical, with cramped cubicles and the absence of a nearby eating facility. A conglomeration of such problems inhibits interaction, potential talent retention, and chokes productivity, innovativeness, and general performance in the organization.

Slide 4

• Problems with the Current Performance Feedback Approach

The answer to the question of whether the company has any employee rewards and recognition programs is that it should be systematic in its approach, and thus, individual efforts and team efforts should be rewarded. No clear goal setting, constant coaching, and developmental support are given to the employees so that they can grow in their line of duty. They lack any formal expectations and directions and, therefore, have to work their way out of the complex duties on their own, thus being more prone to errors and frustration. Dismissal is a highly used management measure in the event of performance issues, and rather than giving the performance-problematic employee constructive feedback on the issues or letting them correct the issues (Wu, 2025). Some of the unwanted outcomes of this practice include the creation of an atmosphere of fear where employees are not safe and fearful of their jobs. It also leads to the development of a lack of trust in leadership, loss of talent, and potentially high-performing employees, inconsistency, or unfairness in performance reviews in an organization. These issues lead us to the fact that we need to switch to a contemporary, supportive, and development-driven system of performance management projects that will become our key success factor in the long term.

Slide 5

• Some Suggestions on Revised Performance Feedback

We had to go beyond our old-fashioned feedback systems to adopt a new and more accommodating contemporary performance management system. The feedback model will be ongoing, whereby the employees will be equipped with prompt directions and appreciation, not at the end of the year when the problems will be more severe. Continuous feedback should be supplemented with periodic performance appraisals (annual or semi-annual) to record the progress, create an area of employee development, and orient the employees to organizational goals (Dibua & Uzoka, 2025). The addition of SMART goal setting will equate to having clear and measurable expectations that the employees will strive towards with confidence. In addition, systematic coaching and mentoring will be used to help the employees acquire skills, enlightenment, and become motivated in their careers. This investment in future growth will involve development plans that will, in turn, guarantee fairness, transparency, and accountability in our dedication to employee development, a systematic system of documentation of performance in the organization.

Slide 6

• Lack of Rewards & Recognition: Issues & Solutions

The other important problem in the organization is the lack of rewards/recognition schemes. Motivation will definitely decrease when workers are ready to work tirelessly, and they are not given any recognition. Subconsciously, an individual may know that his/her effort is never noticed, and he/she will become less successful in his/her job and become less loyal to the company. To address it, we are able to apply some useful yet inexpensive recognition systems, such as an Employee of the Month award, team-based success awards, and a peer recognition system, where a fellow employee can give recognition for the contribution of the other (Yang et al., 2022). The performance can be suitably rewarded through spot bonuses, and long-term commitment can be honored through celebrating service anniversaries. In addition, appreciation can be reinforced with such symbolic rewards as certificates or plaques to make the appreciation memorable. Through programs like these, the level of engagement will be tremendously increased, as recognition has been observed to increase motivation, discretionary effort, loyalty, and satisfaction in the workplace.

Slide 7

• Onboarding Program Recommendations

Lack of an onboarding program creates tremendous problems for both the new employees and the company. With no proper guidance, new employees are likely to lose their way and have no one to guide them or tell them what to do. This results in a steep learning curve, an increase in the likelihood of errors, and work will need to be reworked, which reduces productivity and slows down the acclimatization to the team. These are also among the reasons why employees turn over early, as the overwhelmed or disconnected employees are more likely to turn over in the first few months. One potential approach to this problem would be to implement a systematic onboarding process that would begin with pre-boarding communication as one of the methods to introduce new hires and set the expectations (Maurer, 2024). On Day 1, formal orientation of the company as far as the mission, the culture, and the resources that are critical are concerned should be performed. Three performance roadmaps (30-60-90 days) will provide clarity and direction, and safety and compliance training will be utilized to prepare required functions for a job. This will offer personal support and guidance in the transition by giving a mentor for onboarding. To further supplement the above, we could use an onboarding checklist, routinely check in, and give learning materials that will help the new employee develop early.

Slide 8

• Engaging Leaders in a Discussion on Employee Engagement

To improve (or enrich, should I say) our employee experience, we must coordinate with organizational leaders and make them understand that employee engagement is extremely significant, and they have a role to play in the process. One of the options that should be discussed is the idea of organizing some leadership workshops and training sessions, during which a discussion of the values of engagement and the behavior contributing to reaching a positive work climate will take place. Giving leaders certain statistics regarding the payoff of engagement, i.e., lower turnover, increased productivity, and improved customer satisfaction, can assist in demonstrating that engagement is not only a human resources issue, but a business strategy. Coaching with a focus on communication, feedback, and relationship building will also provide managers with practical tools that they can apply in their daily lives (Metz et al., 2024). In addition, uniformity and accountability can be ensured by the sharing of findings of engagement surveys and guiding leaders in developing action plans. The instances of consulting support will be hosting leadership round table discussions, creating an engagement playbook with best practices, and creating a communication strategy guide to promote coherence and transparency. A final objective is to help the leaders realize that employee engagement is not an ancillary aspect, but a determinant in the success of organizations.

Slide 9

• Benefits of High Employee Engagement

The fact that the level of employee engagement is high is of immense consequence to the organization, and it has a direct effect on whether we will be successful in the long-term. Motivated employees will be more productive, more loyal, and more willing to introduce new ideas that will be able to develop the business. They also tend to stay longer, and this reduces the cost of turnover and the institutional knowledge. Teamwork is also enhanced by the involvement, which enhances better collaboration and decreases absenteeism as employees feel a part of and supported in the workplace (Rafi’i et al., 2025). All this will ultimately increase customer satisfaction and quality service. On the other hand, the absence of priorities related to the lack of engagement is connected with dismal outcomes. The lack of inclusion and appreciation of employees increases the likelihood of employees burning out, leading to the loss of talented employees. The uninvolvement also spells doom to creativity and innovation, the reputation of our company as an employer, and a palpable deterioration of the quality of work. It is these reasons that employee engagement needs to be provided vigorously to ensure that the organization’s culture has been maintained along with operational excellence.

Slide 10

• Implementation Plan on Employee Engagement

The engagement plan will be geared towards producing a strong, performing, energized, and encouraging workforce by creating a workplace where employees feel appreciated and that they belong to the mission of the organization. It will involve a preliminary phase of an employee engagement survey to obtain honest feedback and find out the areas that require the most attention. Based on the results, we will be in a position to identify the priority areas of improvement and form employee committees to facilitate engagement and shared accountability in improving the workplace. The positive behaviors will be reinforced with recognition and communication programmes to ensure that at any given time, employees feel appreciated. Masters of communication, coaching, and relationship-building (Roša & Lace, 2021) are some of the abilities that should be enhanced through leadership training. In addition, the daily satisfaction of employees will be positively affected by improving the work environment by offering improved layouts and more food options. To become successful, we will be tracking the action of engagement, maintaining the feedback unchanged, and holding the leaders accountable to implement change. The quarterly review meetings will facilitate us to gauge the progress and make some adjustments where required, so that the engagement efforts can be dynamic and substantial.

Slide 11

• Expected Outcomes

The changes will produce a set of positive outcomes that will assist in making our workforce and the organization in general, stronger with the assistance of these proposed changes. To begin with, we will observe how a better functioning performance culture is created, whereby the expectations are clear, the feedback is constructive, and the employee will feel that they are being assisted to achieve their goals. As a result, the general level of satisfaction and retention of the employees will be inclined to increase, which will reduce the costly turnover cycle. Increased involvement and appreciation of the workforce will also lead to a collaborative work environment where teamwork and communication will flourish (Persson et al., 2021). These will boost our image as a company to hire; therefore, recruitment and retention of the best employees will be an easy task. In addition to that, an established HR system, including onboarding and recognition programs, will help in the further growth and stabilization of the organization. Lower turnover costs and increased productivity of the employees will contribute towards the success of the company in the long-term perspective because our people will feel that they are part of our mission, and they have the motivation to facilitate its further development.

Slide 12

• Conclusion

In conclusion, the facts clearly indicate that our organization is in need of a strategy change in how they manage their employees and even the workers. A formal performance management system will be used and will elicit transparency, equity, and development among our employees. A thorough onboarding program will contribute to recruits feeling welcomed, prepared, and connected instantly, as there will be no confusion or turnover. Through a relevant recognition program, it will increase motivation and create a culture of employees feeling that they are valued, and that carrying out their duties will be encouraged. Most importantly, the emphasis on employee involvement will improve communication, collaboration, and dedication towards the organization in the long-term. Ultimately, we are investing in our human resources, and the future of the company as we are more stable, do better, and we are also in a better competitive position. They do not only cover HR initiatives; that is, a long-term strategy of organizational success.