Question

By focusing heavily on its talent management program it can be clearly be seen that Netlink is making the practice of SHRM as one of its key priorities. The way Netlink adopts its appraisal methodology is of a very strategic angle. By making it a global standard to conduct face-to-face performance appraisals every 6 months, goes to show that Netlink is reviewing its own performance management objectives to make sure that those objectives stay relevant and achievable, and that is a feature of SHRM. Being sensitive to different cultures by employing different appraisal methods also shows that Netlink understands the importance of managers and staff identifying and dealing with real, actual problems in a way that is most familiar and effective to them. That is also another facet of SHRM as through such means, Netlink is able to monitor its own competitiveness in the market. Through appraisals, Netlink also classifies their employees into 5 categories ranging from highpotentials, to critical resources, then to core contributors, followed by underachievers and finally, underperformers. By doing so they are able to identify areas in which they are lacking and act upon it. Interestingly, as Simon Mann explains the classifications, it can be seen that Netlink is already identifying the likely flow of talent in the organisation and are taking actions to manage the flow. For example, when classifying certain employees as underperformers, Mann goes on to mention that these groups of people do not fit the job requirements and they should be transferred to another role or be 'managed out'. Clearly, whether the organisation decides to place this group of employees in another role (which fits the idea of SHRM because by placing people where they perform best clearly benefits any company), or by managing them out (thereby reducing unnecessary manpower costs or replacement with a more productive candidate), the intent behind both actions is clearly strategic in nature. The employee classification also allows the organisation to understand their potential and manpower mix which is critical because, the HR department would be able to plan in advance for staff mobility or develop different programs to help develop potential of their talents to another level. So far we are able to see that Netlink does indeed view its employees as a strategic key asset in churning out profits for the organisation.

Outline five (5) performance categories used by Netlink.

Answer 1

Netlink adopts five performance categories in their talent management program to assess and manage employee performance strategically: high-potentials, critical resources, core contributors, underachievers, and underperformers, emphasizing the role of performance appraisals in strategic human resource management.

Step-by-step explanation:

Netlink uses a talent management program as a strategic aspect of its Strategic Human Resource Management (SHRM). The performance categories used by Netlink to appraise their employees' performance are:

• High-potentials
• Critical resources
• Core contributors
• Underachievers
• Underperformers

These classifications facilitate strategic planning in terms of staff mobility and talent development, thus reflecting the importance of performance appraisals in the strategic alignment of HR policies to organizational objectives. Netlink's approach, including the use of culturally sensitive appraisal methods and the assessment of potential and manpower mix, underscores its commitment to leveraging performance appraisals for enhancing overall competitiveness and aligning employee contributions with company goals.