Performance management practices in Dell Technologies

        Performance management practices in Dell Technologies

Introduction to Dell:

Dell Technologies has returned to the listed company. Michael Dell confiscated his technology privately in 2013 to re calibrate without going through a recession for a year without investigating Wall Street investors. The private company Dell acquired EMC, the enterprise hardware conglomerate, for $ 67 billion in 2015, which was largely owned by Titan VMware enterprise software. After a major acquisition, Dell expects a recharged business portfolio, from cyber security to data center software, to return to normal.

Dell Performance Management Structure:

Dell Technologies has a structured performance management system based on the principles of responsibility, teamwork and provides equal opportunities for all employees to learn, innovate and improve performance (Dell, 2013).

Dell has a formal performance management structure that provides managers with ongoing training for job development, training, evaluation and feedback. Company policy requires that both managers and employees develop integrated, relevant and complete employee development plans. In addition to periodic evaluations, the company conducts formal annual reviews. Evaluate talent and manage various promotions and performance rewards during the annual review process. All rewards and decisions are strictly based on performance levels and meritocracy (Dell, 2013). The company's management system is designed to align individual performance and professional goals with the company's overall goals, objectives and results.

Employee performance on an assembly line is controlled by software clocks that determine and record the time it takes to assemble a PC, a server or a series of commercially produced electronic devices. The recording is assembled and the most efficient and competent staff receives the title of the master of works. The entire assembly process is also videotaped so that other employees can learn how the best builders operate. Less counterproductive or less efficient departments are transferred to other departments or all are dissolved. Dick Hunter, former vice president of manufacturing and distribution at Dell, said his main goal is to 'reduce costs' through efficiency. As a result, employees who failed to adapt to high performance architectures put their workplace safety at risk.

Dell has a performance management system that explicitly identifies objectives and specifies how review time and performance are measured. The company not only has a bureaucratic control structure, but also detailed work skills to ensure that all employees know what they expect. Dell recognized the high level of performance as a result of the effort to set clear expectations for all employees.

An effective and systematic feedback mechanism is another important component of Dell's performance management system. The company sets clearly defined goals and objectives by specifying key indicators and performance determinants (Dell, 2013). It is difficult to motivate an individual to achieve the highest level of performance, but set a goal that can be achieved. In addition to the annual review, Dell also encourages management to provide immediate feedback to employees. Managers tend to wait until the end of the year for employees to give their opinion, so these key aspects are lacking in the organization. Continuous feedback allows employees to constantly recognize their knowledge, development goals, work history, skills and performance objectives. This is how Dell has achieved its goals by evaluating employees and compensating their employees.