Read this short case study.

XYZ Corporation is a leading technology company that employs over 500 people worldwide. The company has a performance management system in place, which includes annual performance reviews, individual goal-setting, and regular feedback sessions between managers and employees.

However, the HR department has noticed that employee engagement levels have been declining over the past year, and they suspect that the current performance management system may be contributing to this problem. To address this issue, the HR department decides to evaluate the current performance management system to identify areas for improvement.

The HR department conducts a survey among employees to gather feedback on the current performance management system. The survey reveals that many employees feel that the annual performance review process is too time-consuming and does not provide meaningful feedback. Additionally, many employees do not feel that the current goal-setting process is aligned with their career aspirations.

Based on these findings, the HR department proposes several changes to the performance management system. These changes include:

1. Moving away from the annual performance review process to a more frequent feedback model. Managers will be encouraged to have regular conversations with employees to discuss their performance, goals, and career aspirations.
2. Creating a more flexible goal-setting process that is more closely aligned with employees' individual career aspirations.
3. Providing training for managers to help them become better coaches and provide more meaningful feedback to employees.

After implementing these changes, the HR department conducts a follow-up survey to measure employee satisfaction with the new performance management system.

In not less than one hundred words, answer these 2 questions:

1. What do you think happened after the follow-up survey?

2. What can you conclude from your own foresight?