Description

National Event Management Canada Ltd. It is a large national offsite event management company operating across North America comprised of dynamic and diverse teams focused on regional special events and festivals. Following the end of the fiscal quarter, employees were asked to complete a self-assessment form, before their formal evaluation meeting with the manager. The employees dreaded this. Four times a year, the company atmosphere was tense. Employees did not know if they should rate themselves as they saw themselves as high because maybe that was what the manager expected, or low, to appear as though they did not want to brag. There was never any real constructive guidance or training in how to self evaluate their performance as individuals or teams. The greatest challenge was that nobody knew what the management expected. Even those who had been there for years had not figured it out. Employees going into the meeting after having submitted the self-evaluation forms, employees were asked to sit in a chair while the manager sat behind a desk. She would indicate that she had the form and proceed to tell you little that was generic in both negative and positive ways and never even refer to the self-assessment. When it was over, you knew little about what she felt about your work performance and accomplishment in working with your team. Due to how performance reviews took place, the experience of the employees and lack of constructive feedback provided generally, the staff gave little to no value to the entire process. Employees with expertise tended to see this whole practice as a farce. The evaluations never resulted in any promotions, bonuses, or firings. It was considered nonconstructive use of their time. Employees felt like the management did not care about them, their work, or their thoughts. They, in return, had little respect for their company or the quality of their work. Event Promotions Canada Ltd Similar to its competitor, Event Promotion is also a significant national offsite event management company operating across North America comprised of dynamic and diverse teams focused on regional special events and festivals. At Event Promotions Canada Ltd., management had informal discussions with employees when hired. Time was spent explaining to them the company goals and the processes for using goals and objectives for work initiatives. They learned upfront about the way the work would be monitored throughout the process, how they would be given responsibility as they both felt the employees were ready for it, and that regularly they would talk about the work and how it was going. The manager told the employees that their work would be monitored for signs of needed improvement and training would be offered. The manager also pointed out that she would also be looking for signs that the employee was on track for promotion and leadership. During free times the manager made a point to hold conversations with all employees, learning about their struggles and successes -- both at work and outside of work.

Instruction Files