For this report, I had chosen Agilent Technologies Sales (Malaysia) Sdn Bhd as my research topic. It is one of the branches in the world that delivers innovative technologies, solutions and services to a wide range of customers in communications, electronics, life sciences and chemical analysis.
One of Agilent's goals is to maintain a good-quality relationship between employees and management regardless of the economic conditions in which the business is operating.
This report focuses on the Performance Appraisal
of Agilent Technologies. Performance appraisal is one of the factors related to an organization's long-term success. It has the ability to measure how well employees perform and then use the information to ensure that performance meets present standards and improves over time.
To help us have a view in the performance appraisal system of Agilent Technologies, an interview was conducted with two members of the company, Ms. Lim and Ms. Tracy Leong. Ms. Lim is the Assistant Manager in Customer Service, whereas Ms. Leong has been working in the Customer Service department for more 2 years. She is responsible for ensuring that their company's customers receive an adequate level of service or help with their questions and concerns. Also, she interacts with customers to provide information in response to inquiries about products or services and to handle and resolve complaints, through a variety of means, either in person, by telephone, e-mail or regular mail correspondence, or fax, or even over the Internet.
In Agilent, the Human Resources (HR) department has focused on improving responsiveness, clarifying the scope of its services and continuing to build its expertise. Despite difficult economic conditions in recent years, they have continued working toward making Agilent an employer of choice across the globe. The aim is to provide employees with a working environment they find challenging and enjoyable by hiring some of the best people and encouraging open communication and feedback with management.
In Agilent, it is the responsibility of the managers to maintain a work environment where employees can openly discuss their performance, progress and development. This requires open and frequent communication on an informal basis between managers and employees. These information exchanges should include expectations for results, actions desired to maintain or increase effectiveness, and an assessment of the ranking criteria. At a minimum, managers should meet quarterly with their employees to provide performance feedback, with special attention given to the written feedback provided after the annual ranking process is completed. Managers are expected to complete a RFF (Rank Feedback Form) annually at the completion of the ranking process.
From the interview with Ms. Lim, the managerial will rank their employees according to their relative level of performance. The employees will be call upon into the office by their own manager or even supervisor, and will be interviewed accordingly. Ranking is done on an annual basis during the annual planning cycle, which takes place worldwide during Quarter 1. There are three rank categories and a performance category for employees who are not ranked because they are not consistently demonstrating the performance expected of those in similar positions. The rank categories are: Rank One - This is the group of employees that have consistently far outperformed their peers in all four rank criteria. They are the top performers, role models, and perceived leaders. Rank Two - These employees consistently exceed expectations. This group of employees occasionally performs at a Rank One level and sometimes at a Rank Three level. Rank Three - Employees ranked in this category are the employees who are making a solid contribution to the company. They are valuable members of the company's team, on-target and meeting expectations for...
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