12 Questions
Deloitte's performance management system was redesigned because it was believed to be in line with the firm's objectives.
False
The internal research conducted by Deloitte identified 30 high-performing teams with 1,287 employees.
False
The survey revealed that 58 per cent of Deloitte's executives successfully drove employee engagement and high performance.
False
Deloitte's performance management system only evaluated employees at the end of the year.
False
The consensus meetings at Deloitte involved discussing only a few employees at a time.
False
The system developed by Deloitte includes 360-degree feedback tools.
False
Deloitte's review of research found that ratings were determined mainly by actual performance rather than by the peculiarity of the perceptions of raters.
False
Gap Inc's new performance management process, 'Grow.Perform.Succeed', is only for its retail store and distribution centre staff.
False
The 'strengths-based' approach to performance management was developed by Gap Inc.
False
Team leaders are required to check in with each team member once a month under Deloitte's system.
False
Deloitte spent approximately 1 million hours a year on performance management.
False
Gap Inc's new process involves formal reviews and performance ratings.
False
Learn about the redesign of Deloitte's performance management system, its limitations, and the survey results that led to the change. Understand how objectives were set and evaluated in the typical existing system.
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