Question

How do you think this would help DASE &-1 NOT SPLLING THE BEANS AT JELLY BELLY DEVELOPING A MORE PERFORMANCE APPRAISAL SYSTE be the sweetost job in the world? Why not as chocolates, gummies, gum balls, . Cheesecake, candy corns. licorice, sour car- tbeliel That's the way it is at F ind of course lotce, sour can ections, jellies, and of course let us not forget Fairfield, California-based Jelly retention, and rete. Happy workers lead to higher appraisal system where annual evalua- retention, and retention is the name of the game for superior perfor mance, industry tions were conducted, with no comparison to prior years. They retention is 岬desui leadership, BCC used a traditional ap Candy Company UBCC). They offer over 100 varieties of andes including such noveity flavors as cinnamon confections wanted a new system that would be onine, use one Mangol in over 70 countries globally. They also operate t Prairie. form, allow managers to have access and input periodic updates of the employee's performance from remote locations, and allow for signoffs. "In our old system, a few folks in Chicago would have access to the system. However, we have managers in California with Chicago subordinates. It is important that they can share the same forms across the board. And we have folks who are on the road a lot or are working out of home offices, so having them able to accoss this is a huge point for us,' according to Brown. Poulos and her team did have concens and drew up a list of fac tors the system had to incorporate. Primarily "we didin't want to end up with a system that is so complicated that the use it," and therefore Poulos made sure the new software would be simple, flexible, save time, and allow for ations of the firm's core competencies. The new software had to structure and formalize the appraisal process while allowing for customization of the firm's competencies and staf stores in Calfornia and offer tours in their Pleasant BOC's mission statement captures the flavor of the firm. ly Belly Candy Compary is dedicated to producing the ighest quality confections, delivering superior customer service and creating a rolable and enjoyable product line to the consuming public. We seek to be a respons ble cerporate citizen and to ensure high quality and safety standards, We expect our consumers and business part ners to have confidenoe in the products bearing our name and that our products are manufactured in accordance wth a guiding code of conduct. Jelly Belly is committed to cenducting business with ethical business standards and asks its vendors, suppliers and licensees to conduct system sug Gven this tamily fim's commitment to maintaining high operating and ethical standards, there is no·sugar coating" employee per- brunce and job satisfaction. Every successful firm understands Once tho software was selected, 50 managers received fast-track had high praise for the system, training with annual appraisals immediately commencing. Brown It allows us to standardize competencies across job clas- sifications, add signature and comment sections to make hut they are an integral part of the firm and that their work is appre cated and rewarded JBCC understood that the best way to exe their mission statement, have employees both understand and mplement the firm's underlying priorities and values, was through empleyee evaluation performance system. JBCC saw the precise, automated talent and employee appraisal sys our process more interactive, and increase for remote managers...Organizing and automating the are more accurate and fair. This is important because, after all, an employee appraisal is a legal document was that it took a merger of the two branches Poulos and her team were also enamored with the new sness into o one unit to surface this issue. One part of because it allowed them to connect employee training and ousing 1960's technology: development needs with employee performan puterbasedel files. The other part was using a always had a separate training manual. Now we can go in to tem but the software was antquated. JBCC's the evaluations and more easily monitor employees' skills devel- Midwest operations, Margie Poulos, and her opment, see what training individuals need, and check the due oecations (eooenthe responsibiliy of taking HR data dates for training and renewal. That makes it much easier for us ead of HR for thoir operations 600 employees) and creating one integrated to keep track leff Brown, JBCC's HR Director, ec First, the new system has achieved its primary objective of con- with employee goals hen employees necting employees' personal objectives orale.Thi horo and accurate review, it bootsThe feedback has been really positive, from both managers and of their new appraisal employees as well Some staff said this was the best realistic, and supervisors unbia had the scope to provide more relevart legitimate comments than they could before. Rather than just performance would serve as the asurements they've had, Poulos said. "They felt the evaluations ued and needed to establish and obtain spe and viable feedback feedback r clicking on a bunch of canned comments, they were accurately according to motivation epected of them, perform at a higher reviewing the employoo.

Answer questions 1-8

Answer 1

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8) The followings are the trends in the performance system which influence the performance appraisal at the company -

1) The need of the company to have a system which will allow managers to have periodic updates of employees even at remote locations and also allow for signoff. The need of sharing the same for at multiple places led to development of new system.

2) The requiremnet of managers to connect employee training and development need with employee performance.

3) Connecting employees personal objectives with employee goals of work.

4) to have better satisfaction of employees after provding fair, realistic and feedback supported.