CASE NO.

1 JACK NELSON PROBLEM

1. What do you think is causing some of the problems in the bank's home
office and branches?
The problems at the bank seem to stem from a combination of poor
communication, lack of coordination, and ineffective training and employee
retention strategies. Here are a few specific factors that could be contributing to
these issues:
 High Employee Turnover: The branch supervisor mentioned high
turnover, but without a clear understanding of why employees are
leaving. It’s possible that the bank isn’t offering sufficient onboarding,
training, or career development opportunities. Without these, employees
may not feel engaged or invested in their roles.
 Lack of Standardization in Hiring: Each branch supervisor hires their
own employees without communicating with other branches or the home
office. This lack of coordination leads to inconsistent hiring practices,
which can contribute to poor employee fit and turnover.
 Unclear Roles and Responsibilities: Ruth Johnson, for instance, was
using a machine she didn’t even understand but was performing her job
effectively. This points to a lack of clear communication regarding job
functions and purpose. While she may be effective at using the machine,
this lack of understanding could result in inefficiency or problems down
the line, especially in a larger organization.
 Overworked Supervisors: Branch supervisors have a heavy workload,
as they’re responsible for hiring, managing employees, and maintaining
operations. They also don’t have time to properly train or support new
employees, contributing to high turnover and lack of performance
consistency.
 Absence of a Coordinated HR Strategy: The lack of a centralized HR
function means each branch operates in isolation, leading to inconsistent
employee experiences, hiring practices, and support systems. This can
cause inefficiencies, dissatisfaction, and confusion among employees.
2. Do you think setting up an HR unit in the main office would help?
Yes, establishing an HR unit in the home office could significantly help address
many of the issues that Nelson observed. A centralized HR unit would create a
uniform approach to various HR functions, ensuring that there is consistency
across branches and fostering better communication between the home office
and the branches.
Here’s how an HR unit could help:
 Standardizing Hiring Practices: A centralized HR department could
establish clear criteria for hiring and develop a standardized recruitment
process across all branches. This could ensure that new hires are better
suited for the roles and more likely to stay with the company.
 Improved Onboarding and Training: With a dedicated HR team, there
would be better onboarding and training programs. This would help
employees like Ruth Johnson understand not just how to operate their
machines but also the purpose behind their work, leading to greater job
satisfaction and efficiency.
 Employee Retention Strategies: The HR department could conduct exit
interviews to understand why employees are leaving and develop
strategies to improve retention, such as offering competitive benefits,
creating career development opportunities, or improving work culture.
 Consistency in Policies and Practices: With HR overseeing policies,
compensation, benefits, and other employee relations issues, it would be
easier to ensure that the same standards and expectations are maintained
across all branches.
3. What specific functions should an HR unit carry out? What HR
functions would then be carried out by supervisors and other line
managers? What role should the Internet play in the new HR organization?
Functions of the HR Unit:
1. Recruitment and Hiring: The HR unit should centralize the recruitment
process, ensuring that all job postings, interviews, and hiring decisions
are consistent with company needs and culture.
2. Onboarding and Training: The HR department should be responsible
for creating and administering comprehensive onboarding programs for
new hires, including training on company culture, policies, job-specific
skills, and systems.
3. Employee Relations: HR should manage conflict resolution, grievance
procedures, and maintain a positive work environment to ensure
employees feel supported and valued.
 4. Performance Management: The HR unit should oversee performance
evaluation systems, assist supervisors with setting up goals for
employees, and ensure that feedback is provided regularly.
5. Compensation and Benefits: The HR department should manage
payroll, benefits administration, and ensure that compensation packages
are competitive and in line with industry standards.
6. Compliance: HR should ensure that the company adheres to labor laws,
including health and safety regulations, anti-discrimination laws, and
employee rights.
7. Employee Development and Retention: HR should identify
opportunities for employee growth, offer career development programs,
and implement strategies to increase employee retention.
Functions for Supervisors and Line Managers:
Supervisors and line managers should focus on day-to-day operations and direct
management of employees, such as:
1. Direct Supervision and Mentorship: Supervisors would oversee
employees' daily tasks, provide guidance, and help develop team
cohesion.
2. Training and Development at the Team Level: While HR would
provide the broader training program, supervisors would be responsible
for ensuring that team members are applying the training on the job and
providing additional support where necessary.
3. Performance Feedback: Supervisors should give regular feedback to
employees about their performance and provide coaching to help them
improve.
4. Motivation and Engagement: Supervisors should foster a positive work
environment and directly address employee concerns on a more personal
level.
Role of the Internet:
The Internet can play a significant role in the new HR organization by:
1. Facilitating Remote Training and Development: The HR unit can use
online platforms to deliver training modules and development programs,
ensuring that employees across all branches have access to the same
resources.
2. Streamlining Communication: The Internet can help improve
communication between HR and branches by using digital tools for
collaboration, feedback, and reporting. For instance, HR could use
intranet systems or email to send regular updates on policies, procedures,
and initiatives.
3. Implementing Online HR Systems: HR could utilize software to track
employee performance, compensation, benefits, and attendance. This
would provide a more efficient, transparent system for managing
employee data.
4. Enhancing Employee Engagement and Resources: An online portal
could allow employees to easily access benefits information, company
policies, training materials, and submit requests or complaints, making
the process more accessible and efficient.
 CASE NO.2 SOCIAL SURVEYORS IN FLOOD HIT AREAS
1. Should John have proposed the idea of developing a job
description for the interns? What advantage will the formal JD give?
Yes, John was right to propose developing a formal job description (JD)
for the interns, even during a crisis. While the existing staff’s concern
about prioritizing “action over documentation” is understandable given
the urgency, a clear and concise JD is actually a tool for effective action
—not a bureaucratic hurdle.
Advantages of a formal job description (JD):
 Clarity of Role: Interns are new, temporary, and less experienced. A JD
provides clarity on what is expected from them—tasks, responsibilities,
and limitations.
 Consistency: With 25 interns from different colleges, having a uniform
JD ensures that everyone receives the same instructions and objectives.
 Time-Saving for Managers: Instead of repeatedly explaining tasks to each
intern, a JD offers a ready reference.
 Alignment with Organizational Goals: It helps ensure that even new
interns contribute effectively to the NGO’s goals during the crisis.
 Evaluation: It allows for performance assessment based on predefined
responsibilities.
 Minimizing Errors: In a sensitive post-disaster setting, unclear roles can
lead to misinformation, data errors, or misallocation of resources.
A JD isn't paperwork for the sake of it—it's a roadmap that guides
efficient and coordinated efforts, especially in emergency response
settings involving many temporary team members.

2. If you were John, how would you have gone about developing the
job description?
If I were John, I’d take a practical, collaborative, and quick-action
approach to developing the JD, balancing the need for action with the
need for structure.
Steps to Develop the JD:
1. Quick Consultation (Short and Focused):
 o Call a 30-minute meeting (physical or virtual) with the three
experienced employees who have done similar surveys before.
o Ask: What are the core tasks? What skills are essential? What
mistakes should be avoided?
2. Define Key Elements of the JD: Keep it simple and focused. Include:
o Job Title: Social Survey Intern
o Duration: One-month internship (part-time)
o Purpose: Assist in collecting post-flood damage data in specified
localities
o Key Responsibilities:
 Conduct household-level surveys using standardized forms
 Record data accurately and report issues immediately
 Interact respectfully with affected community members
 Coordinate with full-time employees for daily assignments
o Skills Required:
 Basic statistical knowledge and data entry
 Communication in local languages (Hindi/Marathi)
 Ability to travel locally and work in field conditions
o Reporting To: Assigned Field Supervisor or Project Coordinator
o Other Notes:
 Training will be provided
 Interns will receive a certificate on completion
3. Rapid Feedback Loop:
o Share a draft with the three experienced employees for a 12–24-
hour turnaround.
o Incorporate any essential changes they suggest.
4. Orient the Interns:
o Conduct a 1-day orientation session using the JD as the training
framework.
o Give printed/digital copies to each intern.
CASE NO.3 Finding People Who are Passionate About What They do
1. Identify some of the established recruiting techniques that underlie
Trilogy's unconventional approach to attracting talent.
Trilogy Enterprises employs several established recruiting techniques but with
an unconventional spin:
 Targeting College Graduates: Trilogy actively recruits from college career
fairs and computer science departments, focusing on talented but less-
experienced individuals. This technique is based on identifying
overachievers with ambition and entrepreneurial instincts, even if they
lack deep experience.
 Intensive Screening Process: Trilogy’s rigorous selection process,
including the detailed interview rounds (including top management
involvement), is designed to identify candidates who thrive in high-
pressure environments. This is a typical recruitment practice but with a
more intense approach to ensure the candidate's ability to handle the
company’s demanding culture.
 Candidate Engagement: Trilogy’s recruiting process includes
unconventional elements such as social events (e.g., dinners, outings to
dance clubs, and outdoor activities) during the interview process. These
are designed to test how candidates fit into the company culture, which is
a method used by many firms to assess cultural fit.
 Recruiting as a Companywide Mission: Trilogy makes recruitment a
collective effort, with top managers involved directly in the hiring
process. This ensures that recruitment isn't just a task for HR but is
integrated into the company's strategic goals, which is an established
practice to ensure high-level alignment with organizational values.
 High Investment in Recruitment: Trilogy dedicates a significant amount
of resources (time and money) to recruitment, spending $13,000 per hire.
This is an established technique used by many companies to ensure they
bring in the best talent, especially in competitive industries.

2. What particular elements of Trilogy's culture most likely appeal to the

kind of employees it seeks? How does it convey those elements to job
prospects?
Trilogy's culture is designed to appeal to highly motivated, driven, and
entrepreneurial individuals. Some key elements of its culture include:
 Freedom and Responsibility: Trilogy offers employees a great deal of
autonomy in their work, which is attractive to ambitious individuals who
want to take on leadership roles early in their careers. This culture of
independence is ideal for self-starters.
 Youthful and Social Atmosphere: With a young average age and
opportunities for socializing (both in and outside of work), Trilogy
appeals to those who enjoy a dynamic, social work environment. The
informal office setup and lack of dress code suggest a laid-back
atmosphere, which can be attractive to individuals who prefer a non-
hierarchical and flexible environment.
 Challenging and Intense Work Environment: The “just do it now” attitude
and fast-paced, high-pressure environment cater to individuals who are
passionate about working hard and excelling in their field. The Trilogy
University boot camp also appeals to people who thrive under pressure
and can handle intense learning curves.
 Opportunities for Rapid Growth: The firm promises rapid responsibility
and growth, which is appealing to those with a growth mindset. This is
especially attractive to employees who want to advance quickly in their
careers and take on challenging, hands-on roles right away.
 Well-Defined Rewards: Trilogy promises substantial rewards for high
performers, both financially and in terms of career progression, which
likely attracts ambitious, results-driven individuals.
How Trilogy conveys these elements to job prospects:
 Trilogy effectively conveys these cultural elements through its recruiting
process itself. The intensive and challenging interview process highlights
the type of work environment candidates can expect.
 Social events during the interview stage also serve as a demonstration of
the company’s culture, letting candidates experience firsthand the type of
environment and people they would be working with.
 Direct engagement by top management during interviews and recruiting
events helps potential hires understand the importance of autonomy,
responsibility, and rapid growth.
3. Would Trilogy be an appealing employer for you? Why or why not? If
not, what would it take for you to accept a job offer from Trilogy?
Whether Trilogy would be appealing as an employer depends on personal
preferences and career goals. Here’s a breakdown based on different
perspectives:
Appealing to Me:
 Yes, Trilogy would be appealing if I value entrepreneurial work
environments, autonomy, and rapid career growth. The lack of strict dress
codes and the social, informal atmosphere are attractive to someone who
wants a laid-back but highly driven and ambitious team. If I were eager to
take on challenging projects and learn quickly, Trilogy’s culture would
align well with my professional goals.
Not Appealing to Me:
 If I prefer work-life balance, structured environments, and less intense
pressure, Trilogy might not be the ideal fit. The long hours, intense work
environment, and heavy focus on unwavering commitment might not be
sustainable for everyone.
 Additionally, the lack of stability or a more defined work-life separation
could deter those who prefer a more predictable work schedule.
What Would It Take for Me to Accept a Job Offer?
 Clear Expectations on Work-Life Balance: If Trilogy could moderate the
extreme demands of long working hours with better work-life integration
options, it would make the company more attractive.
 Improved Support for Personal Growth: Offering structured mentorship
programs or more workplace flexibility could help individuals maintain a
healthy balance while growing professionally.
 Clearer Boundaries on Socialization: While socializing and team-building
are fun, employees may need some space between their professional and
social lives. Having options for less social engagement while still being
part of the team could cater to a wider range of personalities.

4. What suggestions would you make to Trilogy for improving its recruiting
processes?
Trilogy's recruiting process is highly effective but could benefit from a few
improvements to expand its appeal and efficiency:
 Broaden the Candidate Pool: Trilogy currently targets recent college
graduates, but they could consider reaching out to individuals with
diverse professional backgrounds. This might help the company find
employees who bring different perspectives and experiences.
 Improve Transparency in Culture Fit: While Trilogy's recruiting process
provides insight into the company culture, it might be helpful to provide
more transparency in terms of job expectations and work-life balance.
Potential recruits should understand the full picture before accepting an
offer to avoid mismatches later.
 Recruitment for Different Roles: Instead of just hiring young, high-
potential college graduates, Trilogy could offer targeted recruitment for
specific roles (e.g., experienced developers or managers) to diversify its
workforce and attract people with more specialized expertise.
 Retention Strategy for High-Potential Employees: Given the intense work
environment, Trilogy should focus not only on recruiting but also on
retaining its best talent. Offering structured career growth paths and more
comprehensive mentorship programs would help keep talented employees
engaged and reduce burnout.
 CASE NO. 4 WANTED: PROFESSIONAL SOCIAL WORKERS
1. What do you think of Apex's training process? Could it help to
explain why employees "do things their way," and if so, how?
Apex’s training process is inadequate, informal, and inconsistent, and yes
—it very likely explains why employees tend to "do things their way."
Here’s why:
 No Standardization: Training is not structured. It's done casually by
outgoing employees or others who’ve “filled in” before. This kind of
knowledge transfer is prone to inconsistencies and misinformation.
 No Documentation or Manuals: Without written guidelines or reference
materials, employees are left to guess or rely on memory, which leads to
improvisation.
 Inadequate Clarity of Expectations: Jim has a very specific idea of how
work should be done, but it's not clearly communicated through
structured channels. So, employees create their own version of how
things should be done.
 Lack of Tailored Training: A “one-size-fits-all” training method for
machinists, designers, and clerks doesn’t work. Each role requires unique
technical and procedural knowledge.
So yes, the lack of formal, role-specific training combined with poor
communication and outdated or missing job documentation leads directly
to employees doing things "their own way."

2. What role should job descriptions play in training at Apex?

Job descriptions should serve as a foundation for both training and
performance management. Specifically:
 Clear Expectations: A well-written job description outlines duties,
responsibilities, required skills, and performance standards. This gives
new employees a clear picture of what’s expected.
 Training Blueprint: Job descriptions help HR and supervisors develop
relevant training content. For instance, if a designer is expected to follow
certain cost constraints, that should be a key part of the training.
 Evaluation Tool: They provide a baseline to measure training
effectiveness and job performance.
 Avoid Role Confusion: They help reduce overlap or gaps between roles,
ensuring that training focuses only on what's relevant.
At Apex, using up-to-date job descriptions will guide both trainers and
trainees and ensure everyone is working toward the same expectations.

3. Explain in detail what you would do to improve the training

process at Apex. Please provide specific suggestions.
To overhaul Apex’s training, I’d recommend the following step-by-step
improvements:

A. Develop Clear Job Descriptions

 Update all existing job descriptions.
 Include duties, required qualifications, knowledge areas, tools used,
performance metrics, and expected behaviors.
 Use these as starting points for training design.

B. Create Standardized Training Programs

 Develop role-specific training modules (e.g., for designers, clerks,
machinists).
 Include both technical training (software, design specs, classification
logic) and soft skills (communication with architects, teamwork).
 Use a mix of:
o Written manuals
o Visual aids and diagrams
o Step-by-step process flowcharts
o Video tutorials, especially for complex tools/forms

C. Appoint or Train Internal Trainers

 Assign dedicated “onboarding buddies” or trainers for each department.
 These should be experienced, high-performing employees trained on how
to teach others effectively.
 Provide them with training checklists and timelines to ensure consistent
onboarding.

D. Use a “Train-the-Trainer” System

 When an employee is leaving, document their work using videos,
checklists, and notes before they go.
 Use that material for new hire training, rather than relying solely on
overlap time.

E. Integrate Digital Tools

 Consider using simple LMS (Learning Management System) platforms
(like Google Classroom, Trello, or Notion) to organize and track training
content.
 This helps track which modules an employee has completed.

F. Add Evaluation & Feedback

 After training, give small quizzes or job simulations to ensure
understanding.
 Conduct feedback sessions with new hires after 1 week, 1 month, and 3
months to tweak the program based on real experiences.

G. Continuous Improvement
 Collect feedback regularly from both trainers and trainees.
 Update manuals and training materials every 6–12 months based on
errors, process changes, and feedback.

H. Formalize SOPs (Standard Operating Procedures)

 For critical tasks like order processing or door design:
o Develop detailed SOPs.
o Include common errors to avoid (e.g., “don’t overuse steel”).
o Make SOPs easily accessible on desktops or print them as quick-
reference guides.
CASE NO.5 REINVESTING THE WHEEL AT APEX DOOR COMPANY
1. What do you think of Apex's training process? Could it help to explain
why employees "do things their way," and if so, how?
Apex's training process is ineffective, inconsistent, and outdated, and it
definitely contributes to employees “doing things their own way.”
Key Problems:
 No standardized training manuals or procedures
 Outdated or missing job descriptions
 Inconsistent trainers (sometimes the outgoing employee, other times
anyone available)
 Same generic training for all roles (ignores job-specific needs)
 Little to no formal oversight or quality control in training
How This Leads to "Doing Things Their Way":
 Employees are not taught a clear, consistent method for performing their
job tasks.
 In the absence of guidance, they rely on personal judgment or
improvisation.
 Mistakes like overusing steel in door designs or misclassifying customers
arise from lack of understanding and clarity, not deliberate defiance.
 Employees likely don’t even know there’s a “right” way Jim expects
things to be done.
So yes, the flawed training system absolutely explains why employees don’t
follow standardized methods—because none are effectively taught or
reinforced.

2. What role should job descriptions play in training at Apex?

Job descriptions should be the foundation of training at Apex. Here’s how:
a. Clarify Expectations:
 Job descriptions outline the duties, responsibilities, and required
knowledge for each position.
 They let new hires understand exactly what is expected from them.
b. Guide Training Content:
 Training programs should be based on these descriptions, ensuring every
employee learns the specific skills and processes their role demands.
c. Align Evaluation and Feedback:
 Supervisors can use job descriptions to evaluate whether employees are
performing as expected during and after training.
d. Help Customize Training:
 With clearly defined roles, Apex can avoid the "one-size-fits-all" model
and develop job-specific training plans.
In short, job descriptions give structure, consistency, and purpose to the training
process and are essential for employee success.

3. Explain in detail what you would do to improve the training process at

Apex. Make sure to provide specific suggestions.
To improve training at Apex, a complete training system overhaul is needed.
Here’s a step-by-step plan:

Step 1: Develop or Update Job Descriptions

 Clearly define each role's duties, tools used, key tasks, reporting
relationships, and KPIs.
 Make sure these are updated annually and aligned with how the job is
currently done.

Step 2: Create Standard Operating Procedures (SOPs) and Training Manuals

 For each department (e.g., door design, order processing), develop
detailed SOPs.
 Include:
o Step-by-step instructions
o Examples and illustrations (e.g., correct vs. incorrect forms)
o Common errors to avoid (e.g., steel usage guidelines)
 o FAQs
 Turn these into training manuals or digital handbooks.

Step 3: Introduce Role-Specific Training Plans

 Create structured onboarding programs for each role.
 Break training down by days/weeks, and include:
o Job shadowing
o Hands-on practice
o Checkpoints for review

Step 4: Train the Trainers

 Select experienced employees in each department to be official on-the-
job trainers.
 Give them guidance and checklists to ensure they’re training consistently
and accurately.

Step 5: Use Visual Aids and Job Aids

 Post workflow diagrams at workstations (e.g., how to fill the order form).
 Develop quick-reference sheets or laminated cards for tricky
classifications or calculations.

Step 6: Add Training Evaluations and Feedback Loops

 After training, assess each new employee’s knowledge with:
o Simple quizzes
o Hands-on tests (e.g., complete a sample order)
 Have managers give feedback at 1-week and 1-month marks.

Step 7: Introduce Continuous Improvement

  Hold regular sessions (e.g., monthly or quarterly) where staff can suggest
improvements to training materials based on real-world challenges.
 Update materials accordingly.
Step 8: Leverage Technology (if possible)
 Use basic digital tools like Google Docs, Notion, or an LMS (Learning
Management System) to:
o Store SOPs
o Track training progress
o Maintain records of employee skill levels
 CASE NO. 6 APPRAISING THE SECRETARIES AT
SWEETWATER U
1. Do you think the experts' recommendations will be sufficient to get
most administrators to fill out the rating forms properly? Why or
why not? What additional actions (if any) do you think will be
necessary?
Experts' Recommendations (Summary):
 Replace the vague graphic rating form with a more specific and
behaviorally-anchored one (Figure 9-3).
 Separate performance appraisals from salary increases.
 Use appraisals as the basis for performance feedback and development,
not raises.
Will This Be Sufficient?
Not entirely. While the recommendations are logical and improve the
system's technical quality, human and cultural factors must also be
addressed.
Why Not Sufficient Alone:
 Long-standing culture of inflated ratings and minimal accountability.
 Administrators may still resist honest evaluations if they fear pushback or
don't see clear benefits.
 Secretaries may perceive the new system as less rewarding or even
punitive, especially if performance no longer drives raises.

What Additional Actions Are Necessary?

✅ 1. Train Administrators on Performance Management
 Teach them how to use the new form.
 Emphasize objective assessments, behavioral criteria, and avoiding bias.
 Include sessions on how to give constructive feedback.
✅ 2. Communicate Clearly and Transparently
 Share the reasons for the change: fairness, development, and long-term
sustainability.
 Include both administrators and secretaries in the rollout process to gain
buy-in.
✅ 3. Introduce Calibration Meetings
 Have department heads discuss evaluations together to align standards
and prevent rating inflation or deflation.
 Encourage consistency across units.
✅ 4. Link Appraisals to Development, Not Just Compensation
 Use the forms as part of development planning, including training,
coaching, and goal setting.
 Employees should feel evaluations help them grow, not just limit raises.
✅ 5. Find an Alternative Basis for Salary Increases
 Possibly a combination of tenure, cost-of-living adjustments, and bonus
pools for merit-based performance decided by a cross-functional
committee.

2. Should Rob Winchester drop graphic rating forms and use

something else like ranking? Why or why not?
Dropping Graphic Rating Forms? Not entirely.
Graphic rating forms can be effective if well-designed, but in
Sweetwater’s case, the original form was vague and poorly implemented.

Why Ranking is NOT a Good Fit:

 Forced rankings (like Rob’s 50% “not excellent” rule) create unnecessary
tension and may demotivate good performers.
 Doesn’t allow for the possibility that everyone in a team could be
performing well.
 Can worsen internal competition, lower morale, and increase turnover—
especially in administrative/support roles where teamwork is essential.

Better Alternatives:
 Behaviorally Anchored Rating Scales (BARS): Provide clarity by linking
ratings to observable behaviors.
 Narrative Assessments + BARS: Combine structured forms with open
comments to allow managers to add context.
 360-Degree Feedback (Optional): For some roles, feedback from peers
could be valuable (though resource-intensive).

3. What Performance Appraisal System Would You Develop for the

Secretaries if You Were Rob Winchester?
🔧 My Proposed System:
A. Core Component: Behaviorally Anchored Rating Scale (BARS)
 A form with clear rating criteria, such as:
o Quality of Work
o Timeliness
o Communication Skills
o Initiative
o Customer Service
 Each score (e.g., 1–5) includes behavioral examples.
B. Annual Performance Conversation
 Use the form to guide a developmental feedback session, not just rate
people.
 Managers must review goals, address challenges, and set new objectives.
C. Separate Salary Decisions from Ratings
 Use salary bands and COLA (cost-of-living adjustments) for base
increases.
 Introduce a small merit-based bonus pool or recognition program separate
from the main appraisal.
D. Mid-Year Check-ins
 Informal progress reviews at mid-year to course-correct and support staff
development.
 E. Training and Oversight
 Mandatory training for administrators on how to appraise fairly and give
feedback.
 Random audits of appraisals by HR or a cross-functional panel to ensure
quality and fairness.
F. Encourage Goal-Setting and Career Development
 Let secretaries create simple professional development goals.
 Link appraisals to access to internal training, mentoring, or promotions.