HARVARD lBUsrNEss lscx

MICHAEL BEER

ALISA ZALOSH

3-5 62tL 10,2013

Packaging's Midwest region, felt his cell

Background Note: The introduction to this case camanager, Mark Sanders, and his direct report, Fra Belby, during Belby's annual performancereview. The meeting, originally scheduled to talgpla t Belby's office earlier in the day, insteadtook place at a roadside diner en route to a ned'fffi i!i&t! so that Sanders could catch an eveningflight home.

Southfield Packaging

Introduction

Mark Sanders, VP of accountphone vibrate in his pocket. " he said as he retrieved his phone and held itout of sight below the a time sensitive issue here." Sanders scanned theincoming text message, to aEsponse while his regional manager, Frank Belby, waited.

"Sorry about that, Sanders "OK, where were we?"

my point of view, Mark," replied Belby. "Look, I know"I just want to make surethat mv outburst client meeting was unacceptable. But so was putting an inexperienced juniorsales associate in of long-standing clients-there's no way the proposal would have beenimplemented on geL and the client knew it. If I hadn't intervened I really think ourbusiness risk. Isn't it my job to protect our clients' interests so they'll renew their

knew his face was flushed, but continued an1.way. "Does Sales care what.hen they sell something that's completely unrealistic? I have to be honest-again today, I'd probably do the same thing for the good of the company."

you. Don't get upset-I think we've rehashed this scenario enough. OK, nowthat discussed each of these characteristic ratings, let's move on and discuss what you mightstlive year in terms of..." Sanders paused for emphasis as he made quotation marks with hisfingers, " development. I'll be back in a second-just need to use the restroom. Please, don't

973-562 SouthfieldPackaging

Belby smiled. He agreed with Sanders's suggestion that the performance reviewcompletely free of corporate malarkey; he'd filled out six of the reviews himself in reat times found the process tiring and redundant. As he waited for Sanders, hepage of his performance report (see Exhibit 1) to find his overall hisannual raise and promotion eligibility would be based, and was stunned. 't hisline-item scores prove he was more than a "fully satisfactory" knew thatmanagers had the ability to manipulate an employee's final score by up-or down-anotch. He felt his frustration rise as Sanders hurried back to the table. Belby was exceedingexpectations for his region in terms of client retention, and the on hismanagerial style was always positive. Was Sanders expecting -else? If so, what was it, andwhy had he never mentioned it in the two years since Belby's last appraisal?

"How did it Bet to be 3:45?" asked Sanders. "I need to pullsorry. I can't risk missing my flight-I have to deliver atomorrow morning. Look, I really appreciate that you drove so

to corporate firsi thingme; as you know; I would

have been happy to do this over the phone." Sandershim and looked directly at Belby. "I am sensing that

report in front ofhas not been as productive as it

could have been," said Sanders. "Between mv need to rush out of here to catch aflight, I feel like I may have rushed our " Sanders continued, "I knowwe missed your review last year and now I one, and for that I apologize. But Iwant to make sure we discuss compensation on your overall performancerating shown here on page 2, you're eligible , which brings your base salary to$86,000. Congratulations, Frank. You've as usual, of motivating your team andkeeping our clients happy." Sanders "Let's schedule some time to discussthe finer points, and any questions this week. Does Friday morning work?"

Belby hesitated. He rounded down his final score, but it was boundto be an emotional and hea he say something to Sanders he'd later regret? Belby

Marlg but we can speak in a few days," said Belbytook a deep breath. "I doquietly. He stood up and led restaurant,

everything that was said during their meeting. He believed Mark was a gooda lot. He also knew that his conflict with that sales executive (boy, was

that a would come up. Belby never enjoyed rehashing that event, but hopefully ii wasbehind hirn'ii!.;ry. If he took a management course as he and sanders had discussed, and volunteered

southfield provided packaging materials and services to manufachrrers of medical devices and

Belby sat in his care{r,*watched Sanders pull out of the parking lot. He'd driven an hour to meetsanders at this roadsiflq$estaurant because he hadn't wanted his performance review to berescheduled for the third tifftc-Eq$ now he questioned that decision. Maybe meeting here was a mistake,he thousht. h feh fiidfmti&eWme off a feio timcs a1ld irtorlrurii t11p rTnirp ta otnnft ar hi< ron ahanohe thou8hL tt fett rgt#iilsr'm'Yne ot'f a few times ffid interrupted me riice to gtalnce ar his ce phonemessnga. Tltnt's.sofi1pthing lligt I neper do when l'm in a meeting, no matter who I,m with. Maybe it;s thisvouwer eenerotton. &-. _S,"q+,-'q@rd

0 minutes, Frank. I'm

across the U.S. The U.S. medical packaging market, roughly $800 million in 2011, wasupon the medical device manufacturing industry. With close to $95 billion in sales, the

for a few crossldilpartmental initiatives, a promotion this year seemed likely. He knew he'd get a big

BRIEFCASES I HARVARD BUSINESS SCHOOL

market for medical devices experienced consistent annual growth due, in part, to anelderly population d

Southfield differentiated itself from competitors by focusing on customfor both heavy and delicate medical equipment and machinery used dental,and veterinary clinics. Southfield focused solely on custom ; unlike manycompetitors, the company was not a reseller of third-party cushioning products, and forthis reason did not compete aggressively on price. The company its packagingsolutions at three separate company-owned facilities.

Southfield employed 500 full-time employees. The company client service with its 50%annual client retention rate, estimated to be roughly 25% the industry average.Southfield's management team felt that maintaining close clients was critical for anumber of reasons. First, clients' packaging requirements changed in size, shape, andweight with each new product developed. Second, clients' often as they weighedcost-efficiency against other variables such as or domestically sourcedpackaging. Manufacturers of medical devices their packaging suppliers to-unquestionably-meet mandated government ; Southfield never compromisedsafety in pursuit of reduced costs or design

Southfield Packaging: The Mi on

Southfield Packaging's accountaccount services led each region.account services region, with 34

divided into five U.S. areas; a vice president ofMark Sanders led Southfield's Midwest

"#*"tj,{5. Consulting gave me great business exposure. I was a small-town kid, and here I was in-i: it{ietings with CEOs of all kinds of companies, listening to their intemal and extemal

-,.,.,1":":,.,'-(**,*",&$allenges. My projects included an early-stage software business, an established computer

"qfu, qll":hurd*are supplier, a sports retailer, and a biotech startup. Southfield Packaging was my lastY' Proiect as a consultant. Southfield's CEO and I worked well together; the industry was'lilli,, .W growing, and he wanted someone with fresh ideas on his managerient team. So three years

'it1",.. _*$A ago he made me an offer I couldn't refuse.

le for ongoing management of 96 clients.Midwest accounts were regions, each with its own regional manager.Regional managers either Sanders, or to one of two regional directors who, intum, reported to between 5 and 18 accounts, with a team of accountmanagers and assistant responsible for day-to-day client communication andproject management (see an organizational chart). Client contracts generally lasted

Mark Sand

Professional

At Southfield's youngest regional vice president of operations. Sanders hadgrown uP where he attended a state university and earned a place as a "walk-on,' for

one soccer team. Graduating with a degree in economics, Sanders workedbefore enrolling in a highly regarded MBA program. When he graduated, a

well-kitq]lr"I management consulting firm hired sanders to work in its strategy and operationspractice iri5f Louis. Said Sanders:

HARVAHD BUSINESS SCHOOL I BRIEFCASES

913-562 I Southfield Packaging

Role and Responsibilities

Sanders was hired by Southfield to fill a leadership vacancy in theThe region was small relative to its counterparts, so Sanders's roleresponsibilities were to maintain successful operations with existingcorporate growth opportunities, in new geographic markets or new

Sanders lived and worked in Cincinnati, Ohio, but as vice president to travelfrequently. Each quarter, he traveled to the cities in his region and spent the day alongside aregional manager or director. Together, they met with their juniorgauge client satisfaction. Sanders's ability to think strategicallyvaluable; his enthusiasm for his job was contagious and his visits

client's perspective wascolleagues and their

teams. Sandersreflected:

Unlike the other regional VPs, my job includes analvsis in addition tooperational management of the region. Juggling both bhallenging-there isn'tenough time to do both well because of the day manaBement duties that require myattention. When I started, my direct reports included , and five regional managers;all were older than me, with more hands-on longer than I expected to eamtheir respect and trust, but I've adapted my over time, and now I don't

months ago, I promoted onethink age or experience inJluences theirof my five regional managers, Mike . With four direct reports Iam now able to devote more time to

Management Style

Sanders described his

I like to know what'ssurprised by somethingevery day, sometimes justI'm big onhas done, I tell

I think mvsometimes

ved, but not overly so.

team, Frequent communication means I won't beout of control. I talk to my directors and malagersbut we always check in and I help them prioritize.

-if I'm or disappointed with something one of my employeesthe spot.

where they stand with me most of the time, which is why Ifuming annual review process redundant. Look, I'm not going toperformance review form. If someone's fallen short of my

they'll know it before our review.

In December 2011, Belby, 48, was married with two teenaged daughters, and was activelyolved in his community and his church. As board member for his town,s community center, h'e

onal Manager of Midwest Accounts

school teacher. At the urging of his parents, Belby eamed his two-year degree from a localcollege; but instead of transferring directly to a four-year institution, he accepted a

a well-paying hourly wage in the assembly division of a nearby packaging plant. Soonmarried and put his plans for continuing his education on hold indefinitely.

BRIEFCASES I HAHVARD BUSINESS SCHOOL

organized and attended local events for residents of all ages, serving as thethe outdoor summer concert sedes each year. Said Belby:

l've lived in this area my whole life-there aren't a lot o[and even less that don't know me. My high school classmates willringleader, hamming it up for a crowd. Maybe I should have beenfront of people and that's why I volunteer, for example, to befundraisers or to play Santa during ihe Christmas parade. Recently ourme as the "unofficial mayor."

Work Historu

at schoolreferred to

Betby prelerred work to school. While Belby strugglefuI@grYQ4uage grades in school, he

lhrived at work, learning quickly and eaming the respectff his c$eagues in each new role. Heworked in the assembly plant, in sales, and on the corporate Sk of tlflbusiness as a Project mana8er.When one of his corporate colleagues he admired left to wor&Iffiuthfield, Belby applied for andsecured a salaried position with more responsibility a@outhfield as well. Said Belby:

I was never a strong student, and thatschool, brought out the best in me. There

for me. All I know is that work, notmany business problems that I can't

eventually resolve. But give me a It's like my thoughts evaporateand the only thing I can think about is

I'm 48 now and at this point t think I have the skills to start over inanother industry. I'm grateful, is always ahead of the game. Thiscompany's going to be around I enjoy my iob, respect my clients andcolleagues, and amgood, I'm optimistic

Since growth prospects for our industry arethe company.

Role and Responsibil

Belbv had worked at 15 years, climbing the company ranks until he was eventuallypromoted to his role as regional manager for the Midwest region. Belby's primaryresponsibility was his region's roster clients remained satisfied and loyal customers. Assuch, Belby and account managers and assistant account managers often worked withSouthfield's divisions to discuss new products and to monitor prol'ect schedules.

, especially these last six years as regional manager. I feel like I've hitI love teaching young folks about the business, and watching them build

I've given them. When I watch the paths their careers take I realize my rolementor has a lot of impact.

in this role means you have to know how to manage people up and down thecorporaTff ladder, and I'm good at that. I'm constantly juggling information from clients,

..;iil;i,account managers and company leaders, and I thinl< I have a knack for knowing who needs to

/i'-'\o* what, a"nd when. It'i m"ore strategic than you might think, and sometimes I have to

.,,.-- _&" fi$ure out my own way to get things done.

,iilli**'i&1&r.*e*&l{*f I'm easily frustrated by company process; it was an issue that my previous manager

,i,i1 'iA* brought up inmy last review three years ago. More than a few times I've reached out to former'lt,ll,. *r; employees across the company to Bet answers, even if doing so didn't follow company

t{i1,," ,*i protocol. Just last week a client wanted to get an idea of timing for delivery of a new custom'q.t{ package. I waited two days for our VP of production to give me an answer to my relatively

a

HARVARD BUSINESS SCHOOL I BRIEFCASES

913-562 I Southfield Packaging

simple question. On the third day, I called one of my former direct reports-he's nowof operations at one of our plants. He accessed the client file and passed alongtimeline, which I in turn forwarded to the client. I've stoPped calling the VP, andfrom him since.

Managing and Proffioting Subordinates

As regional manager, Belby had the power to grant or deny requests his acQlmanagers made

for internal transfers, Belby reflected, ^

YI usually grant transfer requests-I only hesitate *t

"r, &ffinr" a client might be

aggravated by an abrupt change in account management. I feel like lfulone a good iob when

one of my employees "graduates" to a different role; I feel ffifoir $trcess is my success.oii ot my employees '"graduites"

to a different role; I feel@S[J@ress is my success.

Plus. it doesn't hurt to ha\,e atlies sprinkled throughout the cSPdnyS

I'm a brg believer in giving people the chance to perform @llEvel tasksif they want to

try. But, thatiaid, if something isn't getting done, I'm Ut going to-wait around forever' I'll rustgo and do it myself. I think one of the problems with Sfrthfield, and probably with any largeriompany, is that things can be too bureaucratic arULEan @e too long if you have to follow the

rules.

Physical Health

Belby's daughters and wifeexercise. Said Belby;

The nagging has , a sharp chest pain sent me to the ER in thefigure. Listen, I know I could stand to lose amiddle of the night-a

few pounds, but I also and socializing with my clients on a regular basis

contributes to my my region's high client retention rate. Betweenwork commitments and 't have a lot of time to exercise like I used to, and Idoubt I ever will. But, hey, I I'd quii smoking either, and I did seven years a8o.

Work Habits and

The more time clients, the better his ability to understand their current needs,

predict future excellent service and secure recurring revenue. Belby's workschedule into the evening hours:

with clients three to four nights a week, so my work days begintypically greeted by five to ten emails from Sanders first thing in the

's ai*early riser and does a lot of emailing dght after his moming run. I like tocheck with my account managers each morning. If something is troubling them, wecan tackle first thing and move on. Because I've worked here for a long time, in

ghts on Manager Mark Sanders

-*6;i6py different capacities, I know who to call and how to fix things. I strive to be approachable

;df"ffikF.urr" of that I have a good sense of the issues our region faces on any Siven day. I try to

fi. spenffi two to three days a week working alongside my account managers or assistant*,. qyafiifters. My schedule is fluid, so I just go where I think I'm needed on any given day. WhenI - IYff not out on calls, I often find I can work most effectively from home.

about his weight and lack of consistent

For three years Belby reported directly to Sanders.

BRIEFCASES I HARVARD BUSINESS SCHOOL

I like Sanders personally and I'm glad I work for him. He's a lot youngersometimes I question his judgment because he iust doesn't have theclients that I have. He's a corporate strategy guy, with a lot of greatreality is that the priority should always be our clients. Our clientskeeping us in business. Sometimes I think Sanders forgets that.

With Sanders, though, what you see is what you get-he a hidden agendaand doesn't buckle to company politics, and I like that. He also what I do, andacknowledges that I am doing it well. He knows I'm a performer that count on meto anchor our regional success-that's whai he told me in my review. I couldn't stand towork for a micromanager; thankfully, Sanders just encourages keep doing what I do bestand leaves the rest to me. He's not overly critical, and he to me even when Iknow he's short on time. I'd say we are friends as well as

Promotion Eligibility

I'm not going to lie; I was hurt and t he chose to promote my friend Mikeis smart and a good manager, he hasn'tWilliams to regional director and not me. Though

worked here as long as f have, and I client retention rate is better than his.For a while I hoped that Sanders would but he didn't. Listen, I knowmanagers have to make tough choicesrock the boat. I'm not worried about

want to make a big deal of it andin this economy, there are a lot of

talented people out there that could confident that, if I keep up my goodperformance, a promotion is in my

Southfield P

Each December, allreviews, or "SPRs" (Souan undisturbed

concerns todespite the factcorporate,organization

,;s.ii$iManagers scored employees on a variety of metrics such as technical knowledge, mental energy,,l!' aridlrdecision-making capability, and supplemented the score with a short written narrative'' L evaluation. A printed copy of the report in its totality was given to the employee during the SPR.

t t fu-r.tQ.S9n the emPloyee was expected to sign the report as confirmation that he or she received and

.:" \6 understood the information shared during the meeting. The final page of the SPR report was reserved'|i],.,. $i for employee comments, and was to be completed withi., serer, iluyr of the SPR meeting. Here,'"ll.ltl, ,ff emPloyees noted any additional comments they wanted to include that may not have been'*ifi,' ,it|" mentioned or highlighted by their manager. Employees might use the space, for example, to highlight,1,;a1

payments were straightforward. Under the formula developed bydistributed only if profits exceeded forecasted revenue for the

increases and promotions, on the other hand, were merit-based and's manager and an annual review score.

an online tool to help managers collect, evaluate, and communicateto employee performance. Managers could easily save an employee's noteworthy

tion, email, or even voicemail, to their online SPR file. At evaluation time,could easily review the information they'd saved in one place to help them make informed

employee performance.

ce Appraisal

loyees and managers participaied in annual performanceReviews). SPRS typically lasted two hours and provided

to communicate direcily with the subordinate about theiroffered employees a venue to voice career goals or workplace

for the coming year was always discussed at these meetings

HARVAHD BUSINESS SCHOOL I BBIEFCASES

p"rf--un." review, f,ut he set aiide an hour to complete Belby's ontine evaluatio As he entered

numerical scores, sanders ."",",,'i'rr,!i -a"ii/'

p"iritt"u"""' ihar+ql( and career potential His

thoughts on Belby are captured below' * &-G.EA'hxcq&*gltF

ises )Wflie th

Ouerall Performance & BBelby's a solid resional manager, and I appreciate ni'fr5ggFv Tl t*::1: -l]*

honest-i know I can count on him to deliver what he,;l romises;ffifether it's revenue or.clrent

,u-ri"fu.,ior, o, "-ployee

guidance. Ai as years o1d, nefusouthfield veteran; I think he started

i"-ii.'" f".t"gi"g'asJemb"ly plant more.ihan rs.grsfu "ld ':" tq:Yl,',I"::^TflI':

a new skill they'd mastered outside of work, or to explain extenuating circumstances

contributed to'weak performance. The comPleted SPR report was then sent to. Sout'

r"ro.,.a"" departmen't, where it was scanned and filed electronicallv as nart of' '.*,permanent record.

Frank Belby's Annual Performance Review

sanders was facing several hish-stakes deadlT:::ljl"":,T:I::::S:-*"::Ymff:"il'#:il

t^"r.- ii"*3-i.'"" hi*-i.t"'.ur, wine them and@16$fu but also roll up-his sleeves in a

-""iing to p"rtotrn an on-the-spot pacraghslFxwiilree s onlylost a-few "l':"It-:*:;';;;% h:3 ;;.t"i fo, tt "

itlla'*est ieffi an?S<now$becu'se I attended his surprise

birthday party last year - he counts many

Belby's extremelY imPortant to stream; I know he's the reason manY

of our clients come back to us Year the company for a comPetitor, I bet

between five and ten clients guess is that it would take more than a year

for a new manager to

Mo tio atin g S ub or dinat es

Belby's team of three accounfuq;ffi and- three assistan: ^'":c:tt, "l1 Y:-",-1]:l^tf"ff^"::

913-562 I Southfield Packaging

iit"'i3r.iry.'ritfr".i,;fu "i his former subordinates now manages the company's second-

largest

loyal to his account team and to his clients, but I ve seen thl} ]"f]tyti-""l f,i succeed in his role he has to be able to balance the needs of his team

*ittr tnor" of his colleagues and our greater corPorate agenda He can't iustm.rz6 .i,ra thinoi oer done Luicklv for his clients, which

il;"d;.1;,*;;;";;;l; tffi! c,"ait for a job well done, but alwavs takes ihe blame if

if*r"t u proUl"- ffip aittii.t. I also like that he spends a lot of time with new account

;;;;;;t: iit teamq&snsistentlv a toP performei in client retention' and his account

;;;;;;;; r;;;'Bd@*lffiter pace than tireir counterparts both in the M]d*:::.:11 11t::t

and his

year, he lambasted a newly hired junior sales associate durinB-not after-a client

iccordlt g to e"lby, the presentation was an embarrassment-and I don't doubt him'

t kno# he was list trying to protect his client's interests But instead of guiding the

pr"""ntu,io,l in a positivL dlrectio]n, Belby -interruPted

the sales executive' iryt:-!f:^1^? ^tl::l'il;;;G f,;;;;,;il ;."i"deithe meeting- rhe sales associate was humiliated and

then escalated th"e issue to his manaBer, and at that point I had to intervene to patch things up'

company policy or Process to ^ike st ,e things get done quickly clients, which

inthe past without letting me know.

gHEFCASTS I HARVARO BUSINESS SCHOOL

Belby, though, made little effort to make amends. The sales associate left Sr

*onihs lut"i for a competitor, and our regional revenue production slowed as a

Self-Awareness

I think Belby views professional guidance from me as

constructive critiiism in a gentle manner to avoid a negative reactid@gprding on the day,

he might overreact emotionally or he might iust close up and distance@1elf from me for a

while,"which impedes our team's produciivity. There isn't much-of a brea@tween personal

and professional life for Belby, so perhaps that's why he interprS professionil criticiim as an

attaci on his character. \I sense Belby was disappointed that I didn't prorng@g[Segional director a fewI sense Belby was disappointed that I didn't proqgffiS@egional -director

a few

months ago, but he never asked me about it directly. H{eemedfljstant for a few weeks.after

Williamsi promotion. Maybe it was a coincidence but &S5e welp a )ot of Problems with his

group during those same weeks: one client nearly cancele$[Si(onhact, b;t I intervened and

Ialvaged the"relationship. But now, thankfully, th@'s are back to normal between Belby and

me.

Time Management

Belby's daily telephonecommunication to email. I don't thinkwhich is critical these days.wander, I have to intenuPtusually gets him back on tra&. Ifilter the distractionscapability. I know hewonder if he realizesthree hours.

Physical Energy

a 1q'8 of my time-he prefers Phonein hYs ability to express himself in writinB,on the phone and his thoughts begin to

like "Franl, Bet to the pointl" Thats going on in his region, bui he just doesn't

:s withwhen

f"'"*' -'" dJ aqsdI question ffifuls ability to make the riSht choices-for himself, and for the company'

We're both br.g*ggy$tgffirmer athletes; but he mentioned offhand recently ihat he's at high

risk for diabdffi, aifll h" told -" *ade a late night visit to the ER for chest pain last year.

and to me that's a sign of limited managerialifter normal business hours on a regular basis, but Ihis day at 9:30 a.m., I've already been working for

't seem too concemed about what he eats or drinks. This disregard torwith our company's recent efforts to promote and reward healthy

football than playing it.

fort I spearheaded for the good of our employees and our bottom line'Cleveland sports fary even though, judging from his physique, he spends a

HARVARD BUSINESS SCHOOL I BRIEFCASES

913-552 L Southfield Packaging

Exhibit 1 Southfield Performance Review

Name: Frank BelbyPosition: Manaser. Reeional Ooerations, Midwest ReeionReview Date: December 2011

Months in Current Position: ZzDuration of Southfield Employmenh 15 YearsCurrent Salary: $81. 900Supervisor: Mark Sanders, VP

requirements; 2-

li *r'ii

"rlr,l1: t:i:r)

Grade Values: 8-10: More than needed for job requirements; 5-7:4: Moderately meets iob requirementsi 1: Does not meet iob reu*

iob

x

t" -r?{1

*t ";

DEscRrPno[n r---------L-, G RADE

Technical KnowledRe

lnformation and skills required to fulfill job

resoonsibilities. t. 10

PeoDle Knowledse

understanding of inllilijlya l&d group behavior and

awareness of othels. iffibaB"lf -u*ur"n"rr. 9

Administrative Knowledse

lnformation ablf,tiffihny protfidures, policies,

directives andEouir"-8t.. @ 7

Physical Energy Level of dvnami&uitaUd. and activitv. 6

Mental Enersv

Level o[.iff€l]EbualY&ce, creativity, comprehensionandcohieptualiifns.'v 1

ir

Factor X:

stics.")

Belby is gifted ot onticipqting client

and diliqent obout brieling his superiors on

client situotions thot mov imDoct levenue. 8ridd

Aoolications.iiiut

;l'*ql€e, *,}} \*sf1tt

PlEi:iiine q*L *fSettinB goals and objedives, forecasting, establishingoroerams. schedulins. time manaeement. 7

siruclurin-gg&{

lnitiating activities, controlling, coordinating events,

communicati ns, directins. 5

:r,.'qh-tlloti$ihne

Providing personal support, coaching, and

development opportunities to subordinates.Eff ectivelv aDoraisins and rewardins subordinates. 9

Decision Makins

Problemsolving, resolvingconflict. Usingfeedbacktoimorove situation and self. 3

FactorY

(supervisor: Please list any action believed importantto conductjob not included in above list of"applications.")Mark Sanders: Belby is o tolented developer ofsubordinotes. s

10 BRIEFCASES I HARVARO BUSINESS SCHOOL

Southfield Packaging

Exhibit 1 (continued)

Southfield Performance Review (cont'd)

Overall Ratine: Shaded ratine should reflect the overall Derformanceconsideration all factors.

Unsatisfactory 4!!9p!9!_195% of employees 15% of employees

SatiFul

LOmments:(I\orermporranroraoor.onatlactolrurr".ur'tr,6]*"qr);r.,

Frank understands company policies and pro."lMnd successfully applies thisknowledge, as it relates to subordinates and client&in the maiodty of situations. He does not,however, always follow company processes relatedQ information flow. Frank should focus ondeveloping his patience to avoid unnecessary cqL0lf,t subordinates and colleagues across thecomPany.

Compensation:

Current Annual Salary: $81.900Proposed Annual Salary: $85.000Bonus Eligibility: Pending

Development:

qt: Franl< needs more exposure to company strategy.Participation in cross-depai al endeavors and/or management training at a university levelwould contrib&& his development in this area.

person be promoted in the future: Director, Regional Operations,

of emolovees 5% of emol

To whatMidwest

HARVARD BUSINESS SCHOOL I AHIEFCASES 'fl

913-562 I Southfield Packaging

Exhibit 2 Southfield Packaging Organizational CharL Account Services, Midwest Region

Southfield Packaging Account Services

Midwest Region

12 BRIEFCASES I HARVABD BUSINESS SCHOOL