AUTONOMOUS UNIVERSITY OF NUEVO LEÓN

FACULTY OF MECHANICAL AND

ELECTRICAL ENGINEERING
Activity 3
Practical case of evaluation performance, leadership and
integration of human talent in the organization

Name: Jorge Arael Rodríguez Martínez

Enrollment: 1884195

Career: IMTC

Teacher: YARISA ARLEN LOZANO GONZALEZ

Matter: Administración de la calidad total

Team: 7

Hour: V5

Group: 017

Study plan: 401

San Nicolas de los Garza, November 29, 2021

Multinational company in the luxury sector, aimed at the staff of the commercial network
of shops.
Objective: to establish a remuneration system in which the variable part would be based on
the evaluation of performance.
The evaluation system was aimed at section heads, sales staff and personnel not linked to
the sale (cashiers, warehouse ...)
It was decided to implement a mixed evaluation system, on the one hand, to set objectives
and on the other to measure those skills that lead people to success in their jobs.
7 competencies were identified:
• Negociación comercial
• Satisfacción del cliente
• Gestión comercial
• Visión estratégica
• Orientación a resultados
• Comunicación
• Trabajo en equipo.

The evaluators were determined, being the immediate bosses, (in store staff the store
managers, in the warehouse the warehouse manager ...).
A computer tool was designed for the application of the evaluation in which all the
observations, both in the field of objectives and competences, that were produced
throughout the period were collected.
Through the computer program, behaviors that characterized the competencies were
established, allowing the evaluator to mark that behavior that has characterized the
evaluated. At the same time the screen has a section that works as an agenda and that
allows you to write down those specific situations that are identified with the indicator of
the competition.
The managers who carry out the evaluations must enter data periodically (every 2 months
in this case) into the system, in such a way that data were stored to prepare the final
evaluation.
LEADERSHIP – CASE STUDY
Antonio Romero is the head of a work team that is dedicated to the manufacture of doors
and windows of all kinds of materials, although it is noticeable that his preference is
mechanical metal. He is a self-made person.
He is happy with the results he gets, although his boss does not think the same as him.
He does not see a good climate in his team, although they already have some experience in
the performance of the work, and he has observed that the people of the team do not
progress what they should in the work, there are failures in the quality that have raised the
complaints of some clients. They have passed it on to Antonio, but he has downplayed these
problems. He's going to fix it immediately.

THE PROCESS THAT WILL FOLLOW IS AS FOLLOWS:

It will call one by one by letting them clear what their obligations and responsibilities are
and warning them of the consequences of not following the established procedures.
From now on it will put objectives to each one that allow to reach the zero defects.
You will also monitor them very closely to see the short-term results. If customer complaints
persist, it will take disciplinary action that may lead to dismissal. After a few months,
Antonio's boss called his office to ask if he was aware of the style he was applying with the
employees and if he planned to continue with those operating criteria.
To which Antonio replied yes. Whenever there had been problems, she had acted that way,
and she did not intend to change it.
In this way, I believe that I am integral to myself and honest with you and when the
collaborators realize that you have it clear they submit perfectly to the guidelines and
achieve the highest objectives.

HUMAN TALENT INTEGRATION – CASE STUDIES

1st case study:
This is one of the most typical examples when talking about talent management.
We have defined as "galactic" those employees who stand out above the rest; it would
therefore be about the key people and future leaders of my organization.

This group requires a specific plan of development and retention actions. We must provide
them with mobility facilities in internal positions that provide them with the necessary
experience and motivation; as well as activating coaching or mentoring procedures or
specific training that allow them to develop the skills that we are going to demand in the
future.
In the same way when it comes to managing this group, we cannot forget their bosses as a
fundamental piece when it comes to managing their day-to-day work. Therefore, it is
convenient to develop an instruction plan aimed at our managers that allows them to
properly manage their high potential employees and communicate and enhance their
capabilities.

2nd case study: contributors

This is the most important group of employees within organizations since statistically they
are usually those who carry out about 90% of the work. However, in talent management
processes it is usually the most unnoticed, since they are employees who have normal
performance and potential within common and adequate scales.
To manage this group, we need to design action plans aimed at maintaining their level of
satisfaction, with the aim that they continue to perform the same work. They also constitute
the bag of our potential talented employees, so in this group we will have to be able to have
identified those who can make the leap to the quadrant of those called galactic.

3rd Case Study: Low Potential

Continuing with our line of talent analysis, here we find one of the groups that most
concerns organizations. These are employees who have very low performance and low
potential. On this group we must make an exhaustive and individual analysis to analyze the
causes of this situation; we can find specific situations, situations that are going to last over
time, promotions that have been made without considering the competencies of the
employee for the destination position to which he was directed, or with Managers who
have not been able to correctly evaluate their teams. Once the reasons have been analyzed,
we will have to elaborate specific performance improvement actions for this group, in
addition to contemplating plans focused on facilitating their exit proactively in the most
extreme cases.