Target Performance Evaluations – Business Research Paper (200 Level Course)

Target Performance Evaluations – Business Research Paper (200 Level Course)
Performance evaluations are one of the most important tools employers can use to reward, train and critique their employees. At Target, this is no exception. Target evaluates its executive staff twice a year, once for money and bonuses, and another for sheer training and direction. I passed out the assigned survey to three of my peers; Marta Mcgough, Todd Rigler and Matt Clarey.

In the paragraphs below I will discuss their responses along with my personal feeling toward the questions.

First you must understand Target’s evaluation system. Target executives are graded on their personal leadership skills as well as store performance numbers including sales and budget goals as well as turnover and profitability.

I like to think of it like this. A high store profitability number will get you more bonus and raise while a high leadership score will get you promoted. Obviously, a high score on both is optimal.
For the first question: I received a timely performance appraisal. All takers, including myself, of the survey strongly agreed that Target is in fact timely in its appraisal system. As stated above, all executives should receive a performance evaluation twice a year, a mid year review, for no money, on May 31st, and a review for monetary bonuses and raises on Nov 31st. These timeframes are strictly adhered to by corporate and of the four people taking the survey, no one had ever received a review late.

For “I received a fair performance appraisal”, myself and 2 other stated that we agreed, while one said disagree. The main reason stated by all for the lack of 100% support was that we as a team are graded for the sales performance of the building. No matter how well we do our job, inevitably the amount of product that people purchase in the building over the course of the year will greatly affect our raise. This brings a certain amount of unfairness to the process. A low performing executive in a high performing building has the potential to get just as good of review as an executive that is considered high potential. The only possible rectification for this problem would be to cease have store performance numbers on reviews and just have personal goals and qualifications.
On the question of “My performance appraisal results were what I anticipated”. Again, all of us of were of one accord in strongly agreeing. Target does a fantastic job of not only constant feedback from supervisors, but also an incorporated tool called the Diagnostic tool kit. The DTK is an evaluation tool on line that summarized weekly the store performance numbers and breaks down individual executives review scores. By viewing this form that updates on Wednesdays, you can see how your review would be if you got it immediately, and how your week, month and quarter numbers look.

1.I received a timely performance appraisal.
Strongly Agree/Agree/Disagree/Strongly Disagree

2.I received a fair performance appraisal.
Strongly Agree/Agree/Disagree/Strongly Disagree

3.My performance appraisal results were what I anticipated.
Strongly Agree/Agree/Disagree/Strongly Disagree

4.My performance appraisal was measured against my job description/duties/expectations.
Strongly Agree/Agree/Disagree/Strongly Disagree

5.I was provided recommendations for improvement during my performance appraisal.
Strongly Agree/Agree/Disagree/Strongly Disagree

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