W6D2 Respond to two (2) Colleagues Respond to two (2) Colleagues W6D2 “see attachment for detail instructions”: * 3 – 4 paragraphs per colleagues * N

W6D2 Respond to two (2) Colleagues Respond to two (2) Colleagues W6D2 “see attachment for detail instructions”:

* 3 – 4 paragraphs per colleagues

* N

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W6D2 Respond to two (2) Colleagues Respond to two (2) Colleagues W6D2 “see attachment for detail instructions”:

* 3 – 4 paragraphs per colleagues

* No plagiarism

* APA citing

** 48 hours ** 1
Week 6 Discussion 2:

The Progressive Case Study

The training is done. The organization has been officially trained as to how performance improvement will be implemented. All groups within the entire organization are keyed into the Vision, Purpose, Mission, and Goals of The Green Organization. All groups, all teams, and all employees are working in a singular focus to executing the chosen strategy that will carry their group and the organization forward as a competitive leader in their chosen industry.

Training and consulting is more than holding several one day seminars and executing the commands sent down from on high. The executive leadership understands the value of the initial training. The initial training is meaningless without feedback and follow up. As you have seriously invested over the last 6 months implementing this training and building relationships. You are keenly aware of the idiosyncrasies of individuals, offices, groups, and cultures within the workplace settings. The results are just starting to come in. They are quite favorable. As an overview the different groups report an 8.25% increase in revenue and sales, while reporting an average 9% decrease in overhead.

The executive leadership is looking to take performance over the top. They have turned to you to give this movement inertia to move better, faster, stronger, while staying focused on the goal and implementing the vision, strategy, and plans set forth over the past 6 months. You must now design, develop, and present a follow up plan to strengthen and continue the performance improvement across the organization.



to at least (2) two of your peers’ postings in one or more of the following ways:

· Share an insight about what you learned from having read your peers’ postings and discuss how and why your peer’s posting resonated with you professionally and personally.
· Offer an example from your experience or observation that validates what your peer discussed.
· Offer specific suggestions that will help your peer build upon his or her own virtual communication.
· Offer further assessment or insight that could impact your peer’s future communications.

· 3 – 4 paragraph responses per each colleague

No plagiarism

APA citing

48 hours

1st Colleague – Susan Christmas

Susan Christmas

Week 6 Discussion 2

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For my case study this week, I chose the Real Estate Group, and I chose one office in Mississippi, United States, and the other office in Auckland, New Zealand. Training was implemented six months ago and has proven to be a success with increasing revenue and decreasing overhead. The Green Organization is now asking that we create a plan that will allow a continuation of the performance improvement throughout the organization.

Second Phase Performance Improvement Plan

During my research, I read an article that referenced the importance of implementing initiatives for performance improvement. However, the article went on to say that it is better to use process management, otherwise employees may become disconnected with too many performance improvement initiatives. In our case, we have moved on to the second phase of the performance improvement plan, so we have already implemented new training and are looking for ways to sustain the progress we have made. Therefore, we need to ensure the company’s management systems are aligned with these new training techniques (Hammer, 2002). Another performance tool I would use is the Evidence Worksheet that Hale references in her Fieldbook. This worksheet would have been created at the beginning to formulate the criteria to be used for proving the situation had improved. During this second phase, the worksheet would be revisited to help with the evaluation (Hale, 2006).

Monitoring, Management, and Implementation Tools

The two offices, the one in Mississippi and the other in New Zealand, will require different monitoring, management, and implementation tools. For starters, the time zone difference is 17 hours so the two offices will not be able to work well together in real time. Since our chosen group is the Real Estate Group, it is important to note that New Zealand is typically considered an expensive place to live and buy real estate. Also, the north and south islands of New Zealand are a tiny fraction of the size of the United States. This fact will make a big difference in volume of sales and the figures should be adjusted accordingly.

Assessment and Evaluation of Performance Improvement

As mentioned above, the Evidence Worksheet would come in handy here because the metrics and criteria would have been predetermined and now you are measuring the success. This is an ongoing process that should never cease.
Hale, J. (2006). The Performance Consultant’s Fieldbook: Tools and Techniques for Improving Organizations and People. (Essential Knowledge Resource). 2nd Edition. Washington D.C.: Pfeiffer.
Hammer, M. (2002). Process Management and the Future of Six Sigma. MIT Sloan Management Review, 43(2), 26-32.
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2nd Colleague – Stephen

Stephen Jarman

Week 6 Discussion Assignment 2 – The Progressive Case Study

Top of Form
As was planned, the training has been completed as follows:
· Early training that meets the needs of the individual, either as normative knowledge transfer or specialized information, began during the new leader’s first day or before arrival for transferring leaders.
· In setting the stage for things to come, the new leader became acquainted with the Maine campus and is introduced to their immediate peer team, supporting staff in EHS, PX, IT, and the leadership team
· Having established themselves into the organization, the new leader began One-to-Ones with peers and their coach.
· Over the first six months, the relationship with the new leader’s peers and coach supported the five modals of training designed for optimal and effective knowledge transfer. The new leader’s coach and PX partner have full transparency into the individual’s iLearn record for monitoring completions.
(Jarman, 2021).
The purpose of this paper is to design, develop, and present a follow-up plan to strengthen and continue the performance improvement across the organization.

Pilot Groups Selected

The two separate Quality Assurance (QA) teams in the Wiscasset and Brunswick, Maine, offices are selected for the follow-up plan. These two teams have been selected for their different needs and approaches while reporting to a single manager. The Wiscasset QA team uses Quality Management System (QMS) as their quality information system, while Brunswick uses Opal (both of these systems are proprietary). Each of the two teams is migrating the document control systems into the global Master Control system from the local system of eTQ. The Brunswick QA team has a healthy daily performance management process, while the Wiscasset QA does not. The gap created by the Wiscasset QA not having a healthy performance management process is the inability to gather and understand the information in an efficient manner.

Next Phase of Performance Improvement & Performance Tools

The two QA teams – Wiscasset and Brunswick – will require different monitoring, management, and implementation tools based on their current levels of daily performance management. The means to having a healthy daily performance management process, as is the case in Brunswick, is by using a daily huddle process. The outcomes for the Brunswick QA team by having a healthy daily performance management system is a well-informed, coordinated and lean organization, where each employee feels appreciated and thereby is empowered to contribute more value to the whole Brunswick team (Ewing, 2019).
Two criteria will be used to evaluate the two QA teams of Wiscasset and Brunswick. The first criteria – used as a leading indicator – comes by a daily operations management health assessment. The daily operations health assessment is shown below (see attachment to this post):

The second criteria – used as a lagging indicator – is the performance of each QA team’s three key indicators of i) Non-Conformances (NC’s), Corrective And Preventive Actions (CAPA’s), and Customer Complaints (CC’s). An example of the scoring of these indicators is shown below (see attachment to this post):
Baselines will be established beginning September for each of the tools above, followed by improvement planning to narrow the gap between the two QA teams.


Ewing, B. J. D. (2019, December 19). Use daily huddles to see around corners. Smart Business Magazine. Retrieved September 18, 2021, from http://www.sbnonline.com/article/use-daily-huddles-to-see-around-corners/.
Jarman, S. (2021). MGT553 Performance Consulting, Persuasive Communication, and Influence Process. Week 5 Discussion 2 Assignment – The Progressive Case Study. Performance Consulting, Persuasive Communications (11-AUG-21 – 05-OCT-21 [80176]).

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