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Problem Statement:

1. Retaining a star performer (Alex Sanders ) for long term , to get help from him in

succeeding the new project Nourish.. !o maintain decorum and atmosphere of the organisation, in"ol"ing e"er#one from

the team in discussion, without presenting the wrong picture of gi"ing un$duead"antage to a star performer.

%. &on"erting a star performer, who is aggressi"e, arrogant at times, into a team pla#er.'. !o rief$up e"er# one of the new culture and policies that has come with the acuiring

of *andon # A"ant$+arde lie the %- degree feedac, as to what is it/ , how the

process goes and how does it affect the appraisals.

Retaining star performer is of crucial importance to e"er#organisation, ut at this point of time, *andon is too much in need of

Alex0s talent and competenc#, as it is newl# acuired # A"ant$+arde,

and *andon needs to perform on their first project, also a stae of 2

million is on the new product Nourishis there.

*ong$ term goals of organisation will e fetched # retaining Alex a

competent star performer, who is completel# eneficial to the firm,

just that there is a need to channel his energies and push and pull him

at right direction, to get him fix in the organisations culture i.e !eam3la#er.

Sam +lass eing a 3roduct group Super"isor , needs to perform his

managerial role uite efficientl# , the organisation wors in group ,

and no group can e efficient , if there is animosit# etween team 4

mates , the +roup needs to e s#nchronised and well$ co$ordinated ,

Alex0s deficienc# is hampering the team performance as a whole and

also hitting personall# to the team memers . 5ow Sam has to mae

sure that he maes the team wor in s#nch , what he can do is

freuent team meetings , to get an update as to e"er#thing is woring

properl# ,Sam wanted and new that Alex would create wa"es , ut

surel# not at the cost of other unhapp# emplo#ees. !he major prolem is to con"ert a star performer into a team$pla#er ,

an organisation doesn0t wors indi"iduall# , it wors with group of

people contriuting to long term goals of the organisation , what is

happening in the case is Alex eing aggressi"e , competent ut not

eing in s#nch with team , taing e"er# responsiilit# himself , he just

focusing on creating and managing the results , not on the process of

getting wor out of people in his team , which is underestimating the

talent of his own team mates , hence creating prolem for other

emplo#ees . Alex must e pro"ided with stipulated training of such

inds also talent management training must e done , ecause Alex

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shows aggressi"e , entrepreneurial sills , his competenc# should e

mapped , to formulate a jo description for his ind of sills , and if

possile of coming up with an# ind of such role , he must e put

there , o that e"en his talent and competencies are managed to the

extent. !hough Sam puts in uite a lot of effort in explaining Alex the%-

degree process of feedac and how these feedacs would affect

him in short and long 4term personal goals of growth , still Alex is

oli"ion to it . !he new culture adopted # *andon due to

acuisition , and such changes in policies and cultures in the woring

en"ironment , must e informed to emplo#ees with prior notice , so

that the emplo#ees are completel# aware as to how the thing will go

aout , as in their appraisal and woring , which will directing

influencing them . 6 suggest a compulsor# induction programme , to

orient emplo#ees of new changes # an 7R manager will help .