Case Study 1 Results Count! What if all organizations focused their performance approaches to results? Would that work in all cases? It does work at Mabels Labels, an Ontario company that designs, manufactures and sells waterproof labels for identifying personal belongings. In its brief 13 years in business, it has expanded into Walmart in both Canada and the United States. Recognizing that people have many priorities in their livespersonal and workthe company has ensured that its business success is measured by results. This means that individual performance is also measured by results. In this way, Mabels people can work at almost any location. To quote one of them, Work is what you do, not where you go. Every week, staff determine where they will work. In making the decision, consideration is given to whether the teams needs are being met, and whether the persons own goals and deliverables can be met. One individual indicates that their best design work is done when alone; however, this same person expressed the value of office collaboration in coming up with design ideas. Does such a focus create a culture of results only? Not according to the employees. People get together outside of work for socializing as well as volunteering for such things as food drives and helping at a local charity for seniors. The companys approach to performance and employee engagement earned it an award in Canadas Top 100 Small & Medium Employers for 2015. Sources: Adapted from 2015 Canadas Top Small & Medium Employers, The Globe and Mail, March 2015;

Question 1: Would a results focus work in a financial services institution? Why or why not?

Question 2: If Mabels Labels decided to use a different approach to performance, what approach would you suggest? Why?