Rob Parson at Morgan Stanley (A)
Rob Parson at Morgan Stanley (A)1
Provide a background of the case3
Should Rob Parson be promoted? 3
Conduct the performance appraisal conversation5
Under the leadership of John Mack,Morgan Stanley was transforming itself into a "One-Firm Firm."They're very value their employee.They treating each other with dignity and respect.ohn Mack recruit Paul Nasr to join Morgan Stanley who would shape up the culture.As Paul Nasr know,in Morgan Stanley,business is not the only thing they're care about.Here the franchise matters,the culture is important,and the firm cares a lot about the integrity of the process.
One of the areas where Morgan Stanley had historically been weak was in delivering capital markets services to financial services firms such as banks and insurance companies.To develop a presence in this market Nasr recruited Parson,a young banker who had previously worked for him at a different firm.Parson had a proven track record in financial services and Nasr felt Parson had the type of energetic,entrepreneurial nature that Morgan Stanley needed to penetrate the sector.Throughout his ten years of experience Parson had built strong relationship with the important players in the banking and insurance industries.Parson Joined Morgan Stanley as a market coverage professional in the Capital Markets divisin focusing on financial institutions.The position that Parson was hired to fill had a reputation for being notoriously difficult to perform and had seen a tremendous amount of turnover at Morgan Stanley.It was widely known in the industry that clients in the financial services segment were extremely competitive and often engaged investment bankers in cut-throat negotiations over how mmuch they were willing to pay in fees. The person filling this role needed some aggressive characteristics.
Should Rob Parson be promoted? Yes/No?Support your decision. Yes.Rob Parson should be promoted.The reason as follow:1)Rob Parson had been financial and insurance industries for ten years before he joined Morgan Stanley.He knew how to do business in his sector. "The senior managers in Capital Markets recognized that in order to service this client base effectively,it could not be "business as usual."The financial industry clients moved at a more rapid pace than those in other sectors and were among the most demanding.And clients in his sector wanted answers in a matter of minutes rather than hours." 2)People in Morgan Stanley don't konw how to do business in those areas."One of the areas where Morgan Stanley had historically been weak was in delivering capital markets services to financial services firms such as banks and insurance companies." "The Morgan Stanle way was to build consensus.If he waited for consensus,the business would have been transacted away."3)Morgan Stanley need Rob Parson's help To develop a presence in this market.
Exhibit 3 Evaluation and Development Summary Form
Review of Performance
PERFORMANCE SUMMARY, INCLUDING ACCOMPLISHMENTS
Consider objectives in prior year's E&D Summary as well as business objectives set earlier in year. Refer toSelf-Evaluation where applicable.
Selling Skills 1)Always willing to ask for the order no matter how difficult a situation.2)Demonstrates more initiative,more receptive to pitching business and to allowing team members access to clients.3)Commercial instincts. Avoids problem deals and has accurate pricing views.4)Cross-selling.Consistently puts key products in front of clients.5)Aggressive selling skills.Asks for the sale and makes it difficult for clients to say no. 2. Aggressiveness/Initiative/Commitment 1)Rob is a self starter who is unusually aggressive in pursuing the business.2)Rob is one of the hardest workers in Capital Markets.He seems...