Name: Muhammad Ammad Shahid

Student id: 20191-25378

The company’s expense policy is five words long: “Act in Netflix’s best interests.”

Do you agree with this policy, what else is missing from the policy?

Answer No.1:
I agree with this policy as the business should focus in their interest and act accordingly. Eventually if the
business is going to prosper it would be beneficial for the employee’s as well. If every employee focus in
the best interest of the business, then automatically their individual goals would also be aligned, and
this would create great teamwork. However, the thing missing from this policy mentioned in the case
study is to improve employee skills specially those who have been working in the best interest for the
company given they have some short comings and eventually they are going to lose their jobs.

The policy of telling the truth is great instead of going to a formal result given that end result is same,
the policy should be that a person should be notified of their shortcomings and given time to improve
themselves and also make the aware of the possibilities if they don’t improve themselves.

Questions No2.

Leaders Own the Job of Creating the Company Culture

How true is the statement? Can leaders alone be made responsible for its culture? Give at least
3 reasons in support or against it after reading the article

Answer No 2:
The statement is true 100 percent.

Each worker impacts an association's heading; however, initiative has by a wide margin the biggest and
most direct impact on organization culture, which rotates around representative commitment,
condition, air and the achievement of the organization and its customers.

Initiative influences the certainty of the staff and whether they consider mix-ups to be open doors for
learning or disappointments that harm the self-esteem of the worker. Administration develops the
establishment of culture to engage representatives to accomplish the organization crucial acknowledge
how indispensable every one of their commitments is to advance those objectives.
Name: Muhammad Ammad Shahid
Student id: 20191-25378
Submitted to: Sir Abdus Sami
Pioneers have a duty to show the convictions of the organization and strengthen practices that mirror
those qualities. "Be the change you need to see" fills in as an incredible adage as a CEO. You realize you
don't get a break since you at long last earned your job at the top. In the event that anything, you should
work more enthusiastically and remain down and dirty to stay applicable, however you additionally
need to broaden your endeavors and examination to advance for future achievement.

Your practices at work, your correspondence style and how you handle wins and mishaps all influence
organization culture. You can't designate making the way of life your workers experience. On the off
chance that you need to reflect esteems, exhibit those qualities in your activities. The best chiefs realize
how to consolidate characteristics, the pioneer drives results and stays amicable, and this lifts worker
commitment.

The Leader Drives a Thirst for Continuous Learning

Regardless of if section level or senior-level, all workers have something to show each other. Pioneers
hold inside and out information on how the motor of their organization functions, finding out about
every worker as in excess of a pinion in the machine. The pioneer communicates and shows an
enthusiasm for representative development.

Experiential learning helps maintenance scores by 90 percent and typifying the idea that missteps give
chances to instruction and advancement moves workers to create existing and new aptitudes. The
much-wanted "relentless" culture gets from an ache to learn and investigate, not keep up, which makes
a characteristic environment of joint effort and innovativeness lined up with fun and execution.

The Leader Focuses on Social Good for Employees and Clients

The drive to consistently learn proves to be useful when you should resolve a fundamental issue for a
customer. In some cases, the best goals happen as cheerful astonishments in the least complex of
bundles. The best business techniques think about the necessities of every customer from different
perspectives and guarantee your representatives are ready to follow the customer venture.

Eventually, the fruitful pioneer centers around the social great of both worker and customer. This
methodology changes a stale pioneer into an uplifting one who settles issues imaginatively while
estimating the bigger effect of the organization's administrations and items. Pioneers place their
consideration on the more profound needs and wants of mankind which drive what gracefully and
request really are throughout everyday life and business. Innovation interfaces individuals progressively
around the globe which places greater social duties on organizations, and pioneers perceive that reality.

Leaders Care About Employee Well-Being

How does your organization show it thinks about the entirety of its workers? Partitioning the expert
from the individual no longer applies in present day work culture. While keeping up an expert persona
matters, a representative's prosperity straightforwardly impacts how they perform and connect with at
work.

Moreover, authority shifts and each pioneer impact the changing work culture, which can undoubtedly
go from great to terrible or from awful to more awful. Pioneers must respect the individuals who
Name: Muhammad Ammad Shahid
Student id: 20191-25378
Submitted to: Sir Abdus Sami
preceded if the motor runs well, yet change is inescapable — workers and pioneers all have an impact.
At the point when representatives feel occupied with a dynamic and caring work culture, their
presentation, pride and dependability soar the organization and its customers to progress.

Questions No3.

Tell the Truth about Performance

Really? What are some of the limitations that may be followed, keeping in mind that truth may
hurt and demotivate him but how would you comply with the policy without losing the
employee.

Explain and mention at least three strategies in your own words as to how go to about this.

Answer No 3.
Part 1: Retool the performance rating scale

The new scale was designed to clearly differentiate and calibrate employee performance. It was
compressed to four levels instead of five, and what was formerly the Meets Requirements category
became Solid Performance: Fully Successful.

This category was reoriented to be the centerpiece of the scale, with its corresponding performance
level set very high. With this change, there is now no way to construe success criteria as C-level work!

The more compelling headline here is that ratings are now represented visually to capture the two
performance dimensions: the what and the how.

To paint a two-dimensional picture of performance, the agency adopted the Employee Performance
Continuum:

employee performance continuum

Benefit:

The continuum is a more holistic way to see employee performance levels. It also quickly surfaces and
differentiates the six-types of performers the WI DNR finds in its organization. The agency uses the
continuum for calibrating performance across the entire organization.

Result: the feedback has been overwhelmingly enthusiastic because it now feels like an honest, accurate
and transparent model.

Part 2: Rewrite the agency's competency profiles

The competencies needed to be updated to reflect the success indicators required to support the new
vision.
Name: Muhammad Ammad Shahid
Student id: 20191-25378
Submitted to: Sir Abdus Sami
For example, the old definition of service excellence was: Provides average customer service.

While the agency's six competencies with their definitions remained in play, the benchmarks were
thoughtfully re-written.

For example, here is the agency's new definition of service excellence:

Makes customer service a top priority and constantly seeks to improve customer service. Is responsive
to changes in what customers want and need. Delivers on promises made to customers and follows up
appropriately. Desired outcome: A strong connection to our customers.

Benefit:

Holding employees accountable and assessing actual performance to the expected level of performance
has empowered agency managers to give honest assessments and engage in frank conversations,
particularly with off-target performers. See the WI DNR's complete competency model here.

Part 3: Provide performance management skills training

Managers are now expected to manage performance in an ongoing way. It's no longer about the forms
and process. It's about the people and the right conversations. To get to this point, the WI DNR training
team had to help managers to engage in the right conversations.

Benefit:

Equipping managers to engage in performance conversations is central to providing full and truthful
information to employees. You can't foster accountability or ownership without it. These skills don't
come naturally to most managers and telling them to give feedback won't necessarily make it happen.

Part 4: Help underperforming employees get back on track

As with any organization, the WI DNR has its share of underperformers. Graziano says the agency
culture has been gradually shifting to provide managers with greater support to address
underperformance. The clear message to managers is that HR and agency leadership will support
managers in addressing underperformance by telling the employees the truth - regardless of length of
service or position.

The two-dimensional model (the what and the how of performance) quickly and easily surfaces
underperformers. No more hiding spots.

The clearly described competencies, the what and the how ratings, and performance management skills
training provided to managers, are all helping employees realize what good performance looks like,
what is expected of them and why.