Syndicate 6

Vitality health
entreprises,
inc.
Devi Natasha Polim – 29121048
Masegi Primartono – 29121070
Yosantia Bella – 29121085
Tigas Adrian W – 29121173
Billyandri Herfiantara - 29121267
 introduction

1 2 3 4
Initially named Vitality Initially imported from Currently offers a full range of In 2009, during the economic
Focused on cosmetics Japan, then self-produced in health, wellness, and beauty crisis, Vitality discovered some
Founded in 1987 the US product problems related with its
performance management system
 Problem

0 Increasingly exposed
to volatility &
0 Lack of training &
performance evaluation
1 uncertainity 2
Struggled to
0 maintain as 0 Decrease in r&d
industry leader in development
3 innovation 4
 Old PERFORMANCE MANAGEMENT
EVALUATION TEAM
vs
new PERFORMANCE MANAGEMENT
EVALUATION TEAM
OL Ne
D w
• Employee Rating Change
• Forced Distribution and Homogenous ratings spread  Top Achiever, Achiever, Low Achiever
Many managers are afraid of offending their employees, mostly Unacceptable, Not Rated
love C/B, little love A/D, very seldom give E. This causes uneven • Managers rated on
distribution, and fails to separate performers and non-performers. In
addition, it causes top-performers to feel slighted and feels that the - meeting staff needs,
rewards given are the same as non-performers. VS - effectiveness,
• Higher pay but not “fair” - development & relations,
Individual salaries were modified by a comparative ratio. However, - clarity in communications,
this increase (bonus) decreases as the compa-ratio increases. For
example, compa-ratio 85%, increase 5-7%, but compa-ratio 110%, - implementation of corporate initiatives
increase only 2-3%. • Managers developed specific goals for their employees
• Performance review conducted once a year
 FEEDBACKS

1. Managers
- Felt the system too rigid
- Refused to rate their employees.
- Found it more difficult to communicate with employees.

2. Employees
- Not open to criticism.
- Only performed written job duties.
- Felt that they did not receive clear training on the changes.
- Trouble adapting to being rated against one another.
Recommendation PERFORMANCE MANAGEMENT
EVALUATION
 360 Degree Ratings Process
An appraisal tool that gathers information about an employee's performance from several
different perspectives.

 Behavior Observation Scale or Behaviorally Anchored Rating Scale

Like BARS, the BOS technique involves the process of identifying the key tasks for a
particular job. Employees are evaluated according to how frequently they exhibit the
required behavior for effective performance.
Thank You