The Scenario:

You have worked atACME Digital Mediaas the Director of People & Culture for 12 months, reporting to the CEOMs Elspeth Sidebottom. Elspeth was pleased with the positive Human Resource Management and Employee Relations outcomes you generated in your first year and has just given you a new key objective: toincrease employee engagement at ACME, particularly with theyoungergenerational cohort of employees.

Based on the culture survey insights you presented to Elspeth last month showing that Generation Z and Millennial employees find a formal annual performance appraisal to be outdated and unhelpful, the CEO has tasked you withchanging the performance management systemto better suit younger employees. "Most of our key creative staff are younger employees and we are losing the war for talent" said Elspeth after another high performer recently resigned to take a job elsewhere. "I recognise we need to change, but what should we do and how should we do it?" she asked.

The Task:

Your boss has asked you to write a Reportthat will be used as pre-reading for an upcoming senior management meeting to make decisions about the future of performance reviews in the organisation.

She has asked you to write your own response to these two questions:

1. How can we change the performance review system to be more relevant to younger employees?
2. Depending on your answer to the first question, what are the top three recommendationsyouwould make? Explain and providegrassrootsevidence for your recommendations.