Case Study National Event Management Canada Ltd. It is a large national offsite event management company operating across North America comprises dynamic and diverse teams focused on regional special events and festivals. Following the end of the fiscal quarter, employees were asked to complete a self-assessment form before their evaluation meeting with the manager. The employees dreaded this. Four times a year, the company atmosphere was tense. Employees did not know if they should rate themselves as they saw themselves as high because maybe that was what the manager expected, or low, to appear as though they did not want to brag. There was never any accurate, constructive guidance or training in self-evaluating their performance as individuals or teams. The greatest challenge was that nobody knew what the management expected. Even those who had been there for years had not figured it out. After submitting the self-evaluation forms, employees going into the meeting were asked to sit in a chair while the manager sat behind a desk. The manager would indicate that they had received the completed employee form. However, the manager would provide generic feedback in both negative and positive ways and never even refer to the self-assessment. You knew little about what the manager felt about your work performance and accomplishment in working with your team when it was over. Due to how performance reviews took place, the employees' experience and lack of constructive feedback generally gave the staff little to no value to the entire process. Employees with expertise tended to see this whole practice as a farce. The evaluations never resulted in any promotions, bonuses, or firings. It was considered nonconstructive use of their time. Employees felt like the management did not care about them, their work, or their thoughts. They, in return, had little respect for their company or the quality of their work.

Event Promotions Canada Ltd Like its competitor, Event Promotion is also a significant national offsite event management company operating across North America. It is comprised of dynamic and diverse teams focused on regional special events and festivals. At Event Promotions Canada Ltd., management had informal discussions with employees when hired. Time was spent explaining the company goals and the processes for using goals and objectives for all work. They learned upfront about the way the work would be monitored throughout the process. There were informal discussions between management and employee. Meetings were held regularly for both management, and employees could talk about the work and how it was going. The manager told the employees they would watch their work for signs of needed improvement, and training would be offered. The manager also pointed out they would also be looking for signs that the employee was on track for promotion and leadership. During free times the manager made a point to hold conversations with all employees, learning about their struggles and successes -- both at work and outside of work. During each task, the manager would go over the work, letting the employee lead in discussing how the work was progressing and what he/she felt their successes and failures were. The manager would probe the employee to find out what he/she was learning and if there were any areas of weakness, making a note to help the employee find some training. The manager would informally share their successes and failures over the years and encourage the employee to keep moving forward. Staff at this company felt respected and valued. In return, they respected and valued the company and the management.

Case Study Learning Objective and Self Reflection Managers need to share their own experiences with employees to help others visualize and understand how to improve. In this case study, two assessment and feedback situations are presented, with variations in this process are described. There are ways to set up an organization for a natural flow of evaluation and feedback regularly. Please reflect on your own assessment feedback experiences. Reflect on the experience, whether you were a manager giving feedback or an employee receiving feedback. Try to remember some of your experiences. Think back to the time when you had your first job. What do you remember about being evaluated, assessed, and the feedback you were given? Write down times when you felt degraded, as well as times you felt encouraged. Managers must remember those feelings to relate personally to the employees for which they are responsible.

Consider: Please consider what you have learned to date. To answer the questions, feel free to use examples of your own experience to support each answer.

Tasks: Please answer each of thefollowing questionsin enough detail to fulfill the query. Examples and personal experiences are welcome to support your answer. (Marks are granted for valid responses only)

1.Consider how you feel about using informal or formal feedback to improve how a company assesses its employees. Which style of feedback do you prefer, and why? (4 marks)

2.Consider the positive aspects of providing feedback using steps and goal setting typical to formal assessment and feedback. What are the advantages of using this method of providing individuals with actions or levels to improve performance? (4 marks)