Cultural Diversity amongst Organizations

this. This will be part three of the video the

other one had had cut short.

And then we're gonna go ahead into, um, strategy three.

And that is to change the performance rating system and

make it equitable across the board.

Um, so performance management, Um, it's a metrics that is

utilized to grade or measure, um, the employee's performance.

And it is a system that is used to provide

your, uh, your employees with feedback throughout the year, either

quarterly annually.

Um, you know, however, the organization does it, um, but

within with the h l C, they use the PM

system to determine the employee's value, and then they reward

based on progression with bonuses.

The issue with their system is employees do not feel

the system is fair.

And you can read between the lines on how they

they do the system and how they evaluate.

People are gonna go over here to the case study

first, um, where they make a comment, Um, he evaluates

focus, uh, evaluations focus on the extent to which the

member contributed to the design of the team they worked

on of the previous year.

Years. Um, year.

Excuse me.

all members are giving scores enlisted using the member's job

performance score.

Their names are place in one of three categories, and

it goes further to breaking down with those.

One of three categories are and you notice within the

one of three categories.

Of course, the top category receives the highest amount of

bonus, um, and then so on recognition and so on

and so forth.

But when you go back to the many different other

aspects of the presentation and then the other examples when

you're when you're dissecting it, how fair is the system?

Really? Because one if we're talking about the culture of

the organization, you know, um, and it to be a

learning organization.

Employees do not feel, uh, that they are receiving or

even the relationship building opponent.

Employees do not feel they are receiving, um, adequate amount

of time to even develop their skills.

Um, or when we're going back to the the other

components. Speaking about, um, how employees are participating or or

uh, taking on responsibilities that doesn't necessarily benefit or, um,

expand on their skills are doing administrative work rather than

doing design tax, you know.

So these many different things that you pull together.

And when you make that that general assumption, is the

system really fair?

And with their grading people on, are they actually giving

them the work, or are they actually allowing them or

for them the opportunity so that they may be able

to be graded on it?

So, um, they definitely have to change their performance rating

system and make it equitable across the board.

And that kind of gels together what they have to

give employees the opportunities to show what their what their

skills are and they appear to support section uh, is

that the right component where it's mentioning job satisfaction, which

is general reaction to the job environment and job itself

cannot be assessed independent from the individual success and employees

performance. So what does that necessarily saying, Um, you cannot

base a employees performance separate from the overall job environment,

and this is referring to, um, the job satisfaction of

the employee.

Um, however, when you really look into it, um, and

how I I interpret it and view it in the

sense of when you are measuring the performance of an

employee or, you know that plays a factor and one

how satisfied employees is with the overall, um, environment of

the job.

Um And so when you're when you're doing ratings and

determinations on if the employee is truly, um um, performing,

um, to to to the caliber which you want them

to to perform at it goes all the way back

to begin.

What is what is the, uh, the environment of the

job itself?

What is actually happening?

Uh, with what?

This employee, Um, and then assess it that way.

Um, and then the second component was employees need to

have an equitable workplace, um, where their work ought to

be recognized with, um, comparable results.

And that's essentially is, um, if if you or I

can use the example, it's my job, we do things

like, um, employee recognitions, um, and rewards.

Um, when someone completes a project or someone does something

substantial outside of their their day to day tasks there,

um, they are given an award of some sort, depending

on the caliber on the over challenge or the toughness

of the project or whatnot.

And so when in this case with these employees, if

they are working, they're overworked and they're doing all these

things, and they're not seeing an award that's adequate to

the work that they were doing your performance rating system.

You're really the questions we ask you.

What is your performance rating system?

Uh, what is it?

Measuring. You know, and and again, it comes back to,

um, there are these employees equipped or obvious employees given

the opportunity so that they may be measured?

Um, on this this, um, category of the overall performance

rating system.

So those are just some ways I feel it's so

the company can move forward, and then we're coming to

a conclusion.

Um, the way that the h l, uh, the house

of called a Chelsea company can transform the environment and

the culture of the organization.

One diversity.

They need to have, uh, more of a diverse It'll,

uh, a diverse.

It'll of fluidity kind of going through, um, their their

company. They need to see more men.

They need to see.

What do they need to see more women and you

They need to see a nice collection.

Um, of of things.

Again, it goes back to my reference of of the,

um the seafood role uh, you want to have a

collection of different things, and that's what makes it good.

That's what makes a company substantial.

That's what separates the company, um, from from its competitors,

um, developing a new rewards and performance rating system again,

giving people regular feedback and make the awards obtainable again

if the if the employee is not receiving challenges or

projects or opportunities to be able to be rewarded.

Um, how how can you really base your reward system

off something that, uh, the employees not able to do

or is not as frequent?

Uh, and then lastly, establishing a strong relationship amongst leadership

and, um, employees building that trust is So monuments was

sochi. Um, if they want to turn around, um, that

turnover they've been having, um and then if they also

want to develop a stronger report with with their employees,

so buy them, uh, integrating these these my suggestions, um,

again, it can decrease their turnover.

It could increase the morality of the company, and it

can improve the company's productivity so that the co founder

who's trying to retire soon, um, has a company that

he can look back at and be proud of because

it is successfully growing and expanding.

So these are my list of references.

Um, and I should have said this in the beginning.

Attached to this presentation is actually a set of notes

that run alongside the presentation.

Um, so I should have said this at the beginning.

Um, but that would actually give a nice synopsis.

Uh, that kind of goes alongside of each one of

these, Um, these these, uh, points I made within the

organization within the presentation.

Excuse me.

So thank you again so much for your time and

have a wonderful day.

Cultural Diversity amongst Organizations

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