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  • Franklins: Critical Analysis of The Performance Management System and Franklins

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    Ken Korakit
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    Franklins is a supermarket chain that began in 1941 in New South Wales, Australia. It currently operates 85 supermarkets employing over 5,000 staff. The document analyzes Franklins' performance management system, including its position descriptions, succession planning, feedback processes, and rewards and recognition programs. It finds weaknesses such as a focus on today's competencies rather than future needs in succession planning, and a rewards program not strategically aligned or focused on customer service. However, it also identifies strengths, such as a proposed new rewards program that would recognize all employees, increase engagement, and serve as a motivational tool.

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    Franklins is a supermarket chain that began in 1941 in New South Wales, Australia. It currently operates 85 supermarkets employing over 5,000 staff. The document analyzes Franklins' performance management system, including its position descriptions, succession planning, feedback processes, and rewards and recognition programs. It finds weaknesses such as a focus on today's competencies rather than future needs in succession planning, and a rewards program not strategically aligned or focused on customer service. However, it also identifies strengths, such as a proposed new rewards program that would recognize all employees, increase engagement, and serve as a motivational tool.

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    14 views10 pages

    Franklins: Critical Analysis of The Performance Management System and Franklins

    Uploaded by

    Ken Korakit
    Franklins is a supermarket chain that began in 1941 in New South Wales, Australia. It currently operates 85 supermarkets employing over 5,000 staff. The document analyzes Franklins' performance management system, including its position descriptions, succession planning, feedback processes, and rewards and recognition programs. It finds weaknesses such as a focus on today's competencies rather than future needs in succession planning, and a rewards program not strategically aligned or focused on customer service. However, it also identifies strengths, such as a proposed new rewards program that would recognize all employees, increase engagement, and serve as a motivational tool.

    Copyright:

    Attribution Non-Commercial (BY-NC)
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    of 10

    FRANKLINS

    Critical Analysis of the Performance


    Management System and Franklins
    FRANKLINS

     First Franklins supermarket 1941


     Currently 85 supermarkets in NSW
     Employs 5000 staff in NSW
    POSITION DESCRIPTIONS

     Job identification
     Job summary
     Responsibilities and duties
     Authority of incumbent
     Standards of performance
     Performance indicators
    SUCCESSION PLANNING

     Store level program; Management


    Development Program
     Support Office / Administrative program
     Competency based program
    SUCCESSION PLANNING
     INVOLVES
    1. Systematically identifying gaps
    2. Setting development plan targets in line with
    strategic goals
    3. Identifying and offering opportunities
     WEAKNESS
    1. Focus is on today’s competencies rather than
    future needs
    FORMAL AND INFORMAL
    FEEDBACK

     FORMAL
    1. Yearly appraisal (for all staff)
    2. Mid year feedback (at managers discretion)
     INFORMAL
    1. Planned one on one meeting
    FORMAL AND INFORMAL
    FEEDBACK CONTINUED

     No 360 Degree feedback


     Planned feedback is encouraged
     Unplanned feedback?
    REWARDS AND RECOGNITION

     CURRENT PROGRAM
    1. Outcome based rewards for Managers and
    Assistant Store Managers
     PROPOSED PROGRAM
    1. Non outcome based program for all
    employess
    PROPOSED REWARDS AND
    RECOGNITION PROGRAM

     FEATURES OF NEW PROGRAM


    1. Encourages initiative and innovation
    2. Provides recognition and monetary reward
    3. Rewards range from $20 vouchers to
    educational overseas trip
    REWARDS AND RECOGNITION
     WEAKNESSES
    1. Does not focus on customer service
    2. Not strategically aligned
     STRENGTHS
    1. Recognises all employees
    2. Increases engagement
    3. Motivational tool

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