Introduction

Analysis of Human Resource Management in an Organization

Human resource management is defined as a set of practices that include end-
to-end processes for talent acquisition, skills development, and retention of
talent while providing continuous business support and guidance to
organizational staff. A human resource canopy, a basic subset of personnel
management, thus covers all aspects of how people work, behave, engage and
grow in the workplace. The systems used to manage people affect the overall
performance of the organization and thus need to be tracked as dynamic
pieces of the puzzle without losing sight of the big picture.
It is the process of training, motivating and directing
employees to improve productivity in the workplace and promote professional
growth. Workplace leaders, such as team directors, managers and heads of
departments, use human resource management to direct the flow of work and
improve staff performance on a daily basis.
According to Bainbridge, when a business emphasizes group singing, it sees the
way and attitudes of its manager change in three major, beneficial ways:
 Managers go from a very small focus on the individual level to a full
focus on the tasks and outcomes of the whole team.
 They changed from informing and directing employees to supporting,
empowering, and promoting "group" independence.
 Instead of talking about strong expectations, managers encourage
testing and evaluation.

Performance Management
Performance Management is a continuous and systematic process that ensures
the achievement of the business objectives of the organization by streamlining
staff performance and efforts to align the goals effectively. Performance
Management forms a year-long communication plan between the Manager
and the employee, supporting the achievement of the strategic objectives of
the organization.
“Performance management is a process of establishing a shared understanding
of what is to be achieved, and how to achieve it; a management system that
increases the chances of achieving job-related success”. (Weiss and Hartle1997,
Page no. 77)
“It is a process of establishing a shared understanding of what is to be achieved
and how to manage and develop people in a way that increases the likelihood
of achieving in the short and long term”. (Armstrong 1994)

“A strategic and integrated approach to maximizing the effectiveness of

organizations by improving the performance of their staff and developing the
skills of individual teams and participants”. (Lockett)

Performance Management Objectives

 It enables the employee to achieve the performance of the set standards

 It helps to identify the skills and knowledge needed to do the job

properly.

 It is very important to motivate staff and improve staff capacity

 Provides a channel for communication between team and manager. It

makes the goal setting process more transparent.

 It identifies problems that lead to poor performance and also solves

problems by providing a proposal for development interventions.

 It provides data on a few key decisions such as promotions, strategic

planning, sequencing planning and performance-based compensation.

Overview of Performance Management System

Although research and experienced doctors have identified several factors
that they are the requirements for effective management systems, there
are also many decisions need to be made to design a plan that best suits
the needs of a particular organization. One such decision is the goals to be
achieved by the system. For example, performance management systems
can support payment decisions, promotions, human resource development
and decentralization. Performance management system that the attempt to
achieve multiple goals is likely to die out due to its lack of focus.

Although theoretically it is possible to have a performance management

system that serves both the purposes of decision-making and development
well, this it can be difficult to accomplish by working. Moreover, research
has shown that purpose rating (decision-making versus development)
affects existing estimates noted. The criteria used to make decisions are
usually mild, for most employees to find the measurements at the end of
the scale. Estimates for development purposes are common in order to be
flexible, reflect both human capabilities and development needs.

Effective performance management systems have a well-defined process to

carry out evaluation tasks, with defined roles and timeframes for both
managers and employees. Especially in organizations that use performance
management as a basis for pay and other employee decisions, Based on
performance testing administrative processes in several organizations,
many of which contain some variation the process shown below:

Performance Planning: At the beginning of the performance

management cycle, it is important to review it as well employees do not
expect their performance, which includes both employee ethics what they
are expected to demonstrate and the results they are expected to achieve
in the future measurement cycle.

Ongoing Feedback: During the performance planning process, both

behavioural and expected outcomes it should have been set. Performance
in both of these areas should be discussed and feedback provided
consistently throughout the evaluation period. In addition to providing
feedback whenever special or non-functional performance is viewed, the
provision feedback from time to time about daily accomplishments and
donations is also great it is precious.

Employee Input
Staff placement has been used successfully in many organizations. It takes
sometimes a form of requesting employees to provide their performance
estimates, which are compared with the manager's standards and
discussed. However, experienced physicians have found that this type of
procedure and discussion can be effective increased self-defence, tensions
and negative emotions among employees as well managers, if management
ultimately evaluates employees in a way that is less than what they have
measured themselves.

Performance Evaluation
Examining the Code of Conduct- Today, many organizations use skill
models as the basis for their performance management systems.12 Skills
models reflect knowledge, skills, abilities and other factors that are
considered to be very useful in achieving success. Positive organizational
outcomes. Methods of job analysis, such as job evaluation, interviews, focus
groups and surveys, are used to identify key skills and important work-
related behaviours.

Testing Results- A critical issue facing organizations is how to measure and

evaluate results. Others results can be evaluated by following various
performance indicators, such as dollar sales volume, profit and value of the
product produced. For example, one employee may be modern machines
are one and able to produce a large volume of product, no matter how hard
one works.

Performance Review- A good performance review session is also a good

time to plan development activities and staff. Experienced physicians have
found that the models are skilled as well performance standards such as
those described above assist managers and employees identify and address
development needs.

Company Profile

CARGILL
Overview
Cargill was founded in 1865 by William Wallace Cargill when he bought a
cereal house in Conover, Iowa. A year later William was joined by his
brother Sam, who formed W. W. Cargill and Brother ’. Together, they built
flat grain houses and opened a lumber mill. In 1875, Cargill moved to La
Crosse, Wisconsin, and his brother James joined the business.

Cargill, Inc. is a secret American food organization based in Minnetonka,

Minnesota, and is based in Wilmington, Delaware. Founded in 1865, it is the
largest private corporation in the United States in terms of revenue. If it
were a public company, it would be ranked, from 2015, number 15 on the
Fortune 500, behind McKesson and before AT&T. Cargill is often the subject
of intense criticism of environmental issues, human rights, finances, and
other ethical considerations.

Cargill reports revenue of 114.695 billion and profits of $ 3.103 billion in

2018. It employs more than 166,000 workers in 66 countries, accounting for
25% of all U.S. exports. The company also supplies about 22% of the US
domestic meat market, imports more products from Argentina than any
other company, and is a major poultry producer in Thailand. All of the eggs
used in US McDonald's restaurants go through Cargill's plants. It is the only
US manufacturer of Alberger process salt, which is used in the fast and
processed food industries.

Global team includes more than 1,300 research, development, applications,

technical services and psychologists working in more than 200 fields.
Together, they provide a wide range of services including technical service,
applications, development, research, intelligent asset management, and
scientific and administrative matters.

Analysis of Issue

 Uncertainty of vision and purpose- One of the first performance

issues that hinders effective management is the lack of clarity of what
needs to be achieved. Vigorous vision and ambiguous intentions lead
to situations where employees do not know what is expected of
them and leadership may not be able to identify barriers to
evaluating their performance.

 Lack of well-defined operating procedures- This obstacle is especially

true for fast-growing organizations that do not have clear policies and
programs to achieve the identified goal. Often, employees do not
 have the institutional benchmark for a particular job, therefore, they
face performance issues.

 There is no coherence between employee thinking and leadership-

This is also closely related to fast-growing companies, where change
of perspective and trends lead to conflicting views between
employees and leadership. They may have different ideas about what
makes a successful operation, and, consequently, the same gain will
have different approaches and testing metrics.

 Lack of metrics and analytical tools- Effective performance

management and how to deal with operational problems require
mapping and balancing performance and productivity. However,
many fast-growing companies do not have the necessary metrics and
performance indicators for the same measurement.

 Lack of commitment to leadership- Unless the leadership is

committed to addressing operational issues and removing barriers to
effective management, it is extremely difficult to move the needle.
Often, leaders in fast-growing companies are busy with many things
on their plate and find themselves extended over time. In each case,
they have seized it, despite obstacles we can scarcely imagine. "

 Inability to provide training and coaching- Training and mentoring

are essential for effective management. Due to a lack of counseling
and guidance, employees find themselves lost along the way, leading
to work problems. Leaders and managers feel pressured by time and
often cannot see the return on investment in terms of training and
mentoring.

 COVID-19 Crisis- On April 8, 2020, Cargill closed its meat packaging

facility in Hazleton, Pennsylvania because "an unspecified number of
Cargill workers in the industry [was tested] containing COVID-19."
The region "has the highest number of cases of verified COVID-19 in
the area of 982", of which 849 were in Hazelton.

On April 20, 2020, Cargill temporarily closed its High River base in
Alberta because "the project was linked to nearly 500 cases of
COVID-19". All 2,100 employees were recommended for HIV testing.
The plant is responsible for about 36% of Canadian beef production.
On May 6, the plant was linked to 1,560 cases of COVID-19. United
 Food and Commercial Workers Canada (UFCW) Union Local 401
called for the closure of the centre as 38 cases were known. A public
health official in Quebec did not close the Cargill factory in Chambly
south of Montreal on May 10, 2020. A total of 64 employees, about
13% of employees, have COVID-19. Workers are represented by the
UFCW. The Department of Public Health in the Montérégie region has
been working with Cargill since April 25 to address the disease. Cargill
closed the plant alone. On May 11, a CBC reporter wrote, "The Cargill
factory in Alberta, where there were about 1,000 19 cases [of COVID-
19], is now considered the outbreak of North America's largest site."
Meanwhile, embedded CFIA inspectors on the ladders said the
management was "threatening disciplinary action against workers
who refused to be reinstated on COVID-19-infected meat plants," and
Deputy Prime Minister Chrystia Freeland said, "those who feel
unsafe. I will not be forced to return to work”.

The standard performance management system sometimes does not

deliver the expected results. There is therefore a need to establish a
mechanism towards performance management. Cargill Incorporated is one
of those companies that uses a creative approach to effectively use
corporate performance management to improve the company. Cargill
Incorporated is a food production company in Minneapolis. It was very
difficult for the company to promote and involve its 155,000 employees
worldwide. In 2012, the company introduced a ‘day-to-day performance
management’ program that served as an organizational change. The system
is used in job interviews which are part of the response and motivation for
daily work for employees.

The principles of the 'day-to-day performance management' program are

 Effective performance management is not a matter of the year it is

an ongoing process

 Performance level can be predicted using daily tasks and not

response forms

 The most important factor for effective management relationship

between employees and their manager

 It is important to design a flexible performance management system

to meet the various business needs of the organization.
The Cargill leadership team has recognized that in order to see a significant
difference in performance it is necessary to commit to a number of
performance management cycles. The performance management system was
initiated with the involvement of senior leaders and active participation. The
Cargill HR team ended up focusing on a. specialized is designed to build the
skills needed to implement a new performance management system such as
feedback skills, developing effective two-way communication and training.

Recommendations
The recommendations of the above stories are as follows:

 Start with a clear vision and strong company values. Communicate with
them clearly and consistently with long-term and short-term goals. It is
possible for the idea to be strong and change from time to time. In that
case, keep the team members informed of what the organization is
doing.

 Leaders need to guide team members on how to go their own way to

the end and collectively consult and think of the best way. While internal
benchmarks may be lacking, fast-growing companies can always find
inspiration in external benchmarks and processes. Additionally, hyper
growth organizations can give their employees freedom and
independence to try the best way forward.

 Despite financial constraints, fast-growing companies can deal with a

shortage of talent and resources by focusing on developing existing staff
skills through in-depth learning and development opportunities to meet
the needs of the organization.

 In addition, there should be a smart and strategic approach to

recruitment and use of resources based on the priorities of the
organization. It is a good idea to supplement the workers' compensation
with other benefits and rewards in order to attract top talent as most of
the millennium prefers independence, flexibility.

 Unless the leadership is committed to addressing operational issues and

removing barriers to effective management, it is extremely difficult to
move the needle. Often, leaders in fast-growing companies are busy
with many things on their plate and find themselves extended over time.
 In each case, they have seized it, despite obstacles we can scarcely
imagine.

 Encourage leaders to provide constructive and timely feedback to all

members of their team to help them learn from their mistakes. Share
what team members can improve and listen to their side of the story.
Explain that small changes will not only improve their performance, but
also increase their professional development over time.

 Have clear performance management metrics to help employees analyse

their own performance and provide adequate feedback to address
operational challenges and problems.

 Talk to each other as much as possible. Often the soft teams of fast-
growing organizations work on different things, leading to different
important things. Upgrade the communication game to function as a
well-equipped machine and improve performance.

Conclusion
Many factors will influence the performance of an organization's
performance management system, but three are the most important.
First, the system needs to be synced and support organizational
direction and key success factors. Second, well-developed, well-
managed tools and processes are needed to make the system easier to
use and better accepted by members of the organization. Third, and
most important, that both managers and employees should use the
system in a way that brings tangible, beneficial benefits to the field of
performance planning, performance improvement, feedback and
achieving results.

The performance management system provides a comprehensive vision

for aligning organizational goals with staff performance. It is aimed at
staff development by providing him with a general response to his duties
and thus encouraging him to meet the required performance standards
when performance appraisal takes place. Unlike performance appraisals,
which take place once or twice a year, performance management is an
ongoing process. Appropriate steps outlined above should be taken in
order to implement an effective management system in any
organization. It should be noted, however, that simply setting a
performance management system will not motivate employees. Its
implementation is very important and should be monitored and
improved from time to time. In addition, each employee should take
ownership of the program and assist the organization in complying with
the procedures.

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