Hershey’s Sweet Mission
Date: January 26, 2013
Course Title: HRM 500 HR Management Foundations
Instructor: Dr. Bob Barrett
This paper will address four key questions regarding Hershey’s Sweet Mission. The first of which is the redesign of Hershey’s performance management system and how it functions within their diverse group of employees. The second topic for discussion is how I would analyze and interpret Hershey’s values and their relationship to my role. The third point for review will be identifying a recent trend in workforce demographics and describing how that may impact Hershey. The fourth and final topic that will be analyzed is the effects of mentoring and how it would impact the enculturation of Hershey’s values into their workforce.
Performance Management and a Diverse Workforce
Performance management is the process of ensuring that employees’ activities and outputs match the organization’s goals. (Noel/Hollenbeck/Gerhart/Wright, 2011) The workforce today is ever changing in its make-up in terms of racial, ethnic and gender. Asians and Hispanic populations are increasing in prevalence in the labor force as are the number of women. By 2018, the share of women in the workforce is expected to reach approximately 48%. (Noel, 2011) There is also a trend associated with composition of the workforce distribution by age. From 2008 to 2018 the fastest growing age group is expected to be workers 55 and older, increasing from approximately 18% in 2008 to 23% by 2018. (Noel, 30)
These trends will impact the expectations of individual employee groups related to virtually all terms of employment, including performance management. According to Profiles in Diversity Journal, in order to ensure a diverse, productive and engaged workforce, performance management must be seen as a multi-faceted tool that capitalizes on differences. (Phillipe, 2011) The performance management system must take these five things into consideration: it must capitalize on and support the diversity of the employees, align the employees to the organization’s objectives, motivate employees to contribute to successful outcomes, allow for coaching and development and build sustainable capability in an organization’s human capital.
The performance management system must also be clearly communicated and create clear goals for the employee that include required outcomes and how the contributions will be assessed. (Heathfield, S.) The performance management system should also provide evidence of non-discriminatory linkage for promotion, compensation and recognition. Individuals who have comparable performance should receive the same level of remuneration for their contributions and the same opportunity for promotional consideration.
For the actual redesign, an initial approach would be to conduct focus groups and gather feedback on the current performance management system. Participants in the focus group should represent a good cross-section of the employee population and include both individual contributors and supervisors. Questions related to the ease of administration; evaluation criteria; self, peer and supervisor input effectiveness; alignment to organization and personal objectives; and overall effectiveness should be asked. A high level strategy document should be drafted once feedback has been gathered, consolidated and analyzed.
The performance management system should be broken into two components, process and results. Process competencies would be aligned with Hershey’s core cultural values. Measurement criteria would be established for each level of the organization, so that individual contributors would know what a ‘meets expectation’ looks like and also what the competencies look like demonstrated at other levels of the organization. Self and supervisor evaluations would require fact based examples that correlated to the score given. The...
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