Rob parsons promote not promote

I would like to address more specific and surface problems for this situation as follows: Unfortunately, Parson was sharp tongued, impatient and often difficult to work with. After assessing this situation and the impact of promoting Parson on the culture and values of Morgan Stanley, I recommend deferment of his promotion till the cultures of Morgan Stanley can be fully inculcated in him through training and counseling for the following reasons: It will definitely lead to continuous learning, team building, growing self-confidence and improved productivity.

The main purposes of carrying out an efficient degree performance assessment in Morgan Stanley are to develop, to manage and to pay ;amp; promote. The firm should reward those who acting in accordance with the mention notions as well as great business generators.

Continuous to carry out performance appraisals training to make sure all the staff understands the logic behind. I look forward seeing a more constructive and productive team lead by Parson in the coming future. Therefore, it is critical to come up with a fair judgment for Parson, review and improve for any loop holes in the existing performance assessment process.

He created a hostile environment around him and his resultant negative performance evaluation has put Nasr, his boss in dilemma as to whether to put him up for promotion or not. Indication of rating scale from and with interpretations for each rating. However, there was little consensus on what the degree evaluation actually meant in practice since its implementation in It is doubt that raters knew how to effectively participate in the process and the Paul knew how to use the data.

Rob Parson at Morgan Stanley (A) Harvard Case Solution & Analysis

What were the benchmarks? Clients loved him and always looked forward to doing business with him as they felt he was one of the most amusing, entertaining and interesting people to be with.

Rob Parson had to pass the degree performance evaluation process to secure his promotion to the position of Managing Director. The outcome of the decision is vital to the retention of Parson in the company. The degree performance evaluation was a platform through which all professionals in the firm were evaluated by superiors, colleagues and subordinates with the aim of providing every employee the opportunity to know how well they faired and advice on their potential areas for development.

Indication of involvement from each rater and excludes the ratings from evaluators who had limited interaction with Parson when coming up with average score in every performance criteria to ensure fair evaluation. He made things that otherwise would never have happened to happen.

The management needed to reconsider the motivation elements and to come up with a through career development plan for Parson rather than just focus on using the review result as a promotion justifications.

Rob Parson was a star producer in the Capital Market Services Department who had been recruited from a competitor two years ago and had generated substantial revenues since joining the firm.

So enough talk, lets get down to the nitty gritty of the case study. Though the position that Parson was hired to fill had a reputation for being notoriously difficult to perform and had seen a tremendous amount of turnover at Morgan Stanley, Parson was a strong revenue producer and had generated a great deal of new business for the firm.

Rob Parsons -Promote Not Promote

A high level summary and my personal recommendation would follow shortly. The effectiveness of the performance assessment did affect the job satisfaction of Parson and the organization effectiveness. The main alternatives are as follows: He however lacked team player spirit and interpersonal skills to relate successfully with his colleagues.

The rates were not interpretable and there was no scale identification for the rates. There was inherited bias from Nasr that he treated Parson harsher because he wanted to show to everybody in Morgan Stanley that he would not treat a subordinate who was hired from his previous life better.

I would like to recommend promoting Parson to the managing director, further motivating, rewarding and developing his weak areas. I recently stumbled on this interesting case study by the harvard business school on Rob Parson. There were no indications of key success factors for Parsons that would link to the performance evaluation process.

To avert the possibility of Rob Parson leaving the company on the decline of his promotion, I advise his being given incentive in terms of bonus being an incremental percentage based on the number of business he brings in so as to keep him happy and inspired to work even harder pending the expiry of his probationary period or period of inculcating in him the culture and values of Morgan Stanley.View Essay - Rob-Parson-Case-Study-Question-answers from HR at Amity University.

1. What is your assessment of Rob Parsons Performance? Should he be promoted? Why? After assessing the evaluation. And thereby difficult to promote.

iv) 93%(14).

Rob Parson Case Study Review

Rob Parson at Morgan Stanley (A) Case Solution,Rob Parson at Morgan Stanley (A) Case Analysis, Rob Parson at Morgan Stanley (A) Case Study Solution, SITUATION ANALYSIS The case is about a young banker named Rob Parson, who was hired for a very challenging job of market coverage professional by the Paul.

Rob Parsons -Promote Not Promote collaborative culture.

Parson's performance issues had been making his two immediate supervisors, Paul Nasr, the senior managing director in early and Gary Stuart, the just promoted managing director in early faced the dilemma whether to promote Rob Parson as managing director.

Parson's performance issues had been making his two immediate supervisors, Paul Nasr, the senior managing director in early and Gary Stuart, the just promoted managing director in early faced the dilemma whether to promote Rob Parson as managing director.

Problem 2 -Rob as Irreplaceable Staff.

According to my assessment of Rob Parsons i am not going to promote him. In Morgan Stanley its Mission and Vision statement clearly defines what its values as an.

Rob Parson Performance Appraisal. Although Rob Parson was initially skeptical about not fitting into Morgan Stanley’s profile for the job, he accepted the offer with the understanding that he would be on the fast track to Managing Director (his previous position at a smaller firm).

Rob parsons promote not promote
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