360° Performance Evaluation Process at Morgan Stanley

Q1. Justify the investment made to adapt the system

The vision of Morgan Stanley was to transform its work environment to one that
fosters teamwork and also promotes innovation. The internal environment at Morgan
Stanley was one of teamwork; employ development, dignity and respect. The external
environment demanded immediate results as the company dealt with capital market
services and clients demanded quick answers. The company has 2000 employees who
are their biggest asset especially since the company is into investment banking. The
cost of investment in 360° performance evaluation process is $1.5 Million. The per head
cost works out $500 which is meager when compared to the expected outputs.

The process would also help the organization with more detailed information and
capabilities of each individual as well as teams

Q2. Assess the strengths and weaknesses of the system

Strengths

(a) Detailed data from supervisors, peers, subordinates and internal clients.

(b) Covers four broad categories that were tailored to particular jobs and
divisions.

(c) The criteria for assessments was rigorous.

(d) Individuals had an opportunity for self assessment.

(e) Management understood short comings and aspirations of employees.

(f) The summary provided to employees helped to maintain inter personnel

relations.

(g) Volume of data and the written format provided fairness and objectivity.

(h) It helped those who do not believe in promoting themselves.

Weaknesses

(a) System is time consuming.

(b) Raw data needs interpretation and synthesis.

(c) May be biased if some one is hard taskmaster.

 (d) Data too lengthy.

(e) Numerical grading difference of less than 0.05, difficult to interpret for
distinguishing

(f) Written comments do not convey intensity of negativity.

(g) Mismatch of numerical grading and written comments.

(h) Evaluators not trained to provide feedback.

(i) How to weight the criterion and input from different evaluators.

Q3. What are John Mack assets and liabilities as a leader of this change.

John Mack is the President of Morgan Stanley since 1993 and aspires to
transform the company into a “One-firm Company”. John Mack presents Morgan
Stanley to its clients in a more unified way and for this his employees are his biggest
assets. His senior managing director is highly regarded investment banker with over 20
years experience. His liability has been to revive capital market services in which they
have been successful in the past. For this he wanted to shake up the culture in Morgan
Stanley and develop relationship with important players in banking and insurance
industries. It was therefore necessary that for the company to provide best products
and professional services, identification of strengths, weakness and areas needing
professional development was inescapable. To achieve this he opted for implementing
360° performance evaluation process for his employees.