Case Study on Performance Management at Human Capital Consultants
Case Summary
Human Capital Consultants (HCC) is a consulting firm provides consultancy services regarding HR issues and specializes in strategic alignment and corporate change. The firm has a fairly friendly culture. As a result the employee turnover rate is considerably low. John Yeoung, the lead senior partner of HCC recruited Kay Johnson to join the firm. Though initially Kay was skeptical but after a lot of consideration along with pressure from Jhon and a lucrative compensation package Kay Joined HCC as a senior HR consultant. However a condition on the part of John was-if Kay did well she would be promoted as a junior partner. After the first year it has been found that Kay has generated new business, new clients for HCC. John becomes pleased. However Kay has a strong individual personality. As a result he does not able to cope well under the team oriented culture of HCC. The problem is that Kay’s colleagues are not happy. Even many of them have complained that Kay’s style is abrasive, volatile and lacking team player skills. Some of them also want to leave the firm. According to the promise of John, Kay is eligible to get promoted. So the problem is whether she should be promoted or fired and what Yeoung should do.
To be clear about the case , at first we have to know about the terms performance and the performance management. According to the case, if Kay did well, she would be on the first track to becoming a junior partner in the consulting firm. Her primary job is to bring in new business and lead small project teams of three to four individuals working with clients. So the prime concern is to evaluate her performance in the context of performance management during her first year in HCC and according to the findings the proper reward is to be given by HCC.
Performance:
Performance means to accomplish, execute or carry out an ordered task or assignment through one’s affective, behavioral and cognitive qualities. Performance can be defined as a
Human Capital Consultants (HCC) is a consulting firm provides consultancy services regarding HR issues and specializes in strategic alignment and corporate change. The firm has a fairly friendly culture. As a result the employee turnover rate is considerably low. John Yeoung, the lead senior partner of HCC recruited Kay Johnson to join the firm. Though initially Kay was skeptical but after a lot of consideration along with pressure from Jhon and a lucrative compensation package Kay Joined HCC as a senior HR consultant. However a condition on the part of John was-if Kay did well she would be promoted as a junior partner. After the first year it has been found that Kay has generated new business, new clients for HCC. John becomes pleased. However Kay has a strong individual personality. As a result he does not able to cope well under the team oriented culture of HCC. The problem is that Kay’s colleagues are not happy. Even many of them have complained that Kay’s style is abrasive, volatile and lacking team player skills. Some of them also want to leave the firm. According to the promise of John, Kay is eligible to get promoted. So the problem is whether she should be promoted or fired and what Yeoung should do.
To be clear about the case , at first we have to know about the terms performance and the performance management. According to the case, if Kay did well, she would be on the first track to becoming a junior partner in the consulting firm. Her primary job is to bring in new business and lead small project teams of three to four individuals working with clients. So the prime concern is to evaluate her performance in the context of performance management during her first year in HCC and according to the findings the proper reward is to be given by HCC.
Performance:
Performance means to accomplish, execute or carry out an ordered task or assignment through one’s affective, behavioral and cognitive qualities. Performance can be defined as a
References: I. Charmine E. J. Hartel and Yuka Fujimoto, “Human Resource Management,” 2nd edition 2010 II. JEFFREY H. GREENHAUS, Genard A.Callanan, Veronicum Godshalk, “CAREER MANAGEMENT,” Third Edition III. Cecil H. Bell Jr. and Wendell L. French, “Organization Development,” Sixth Edition