Case Study: Dairy Queen

“To satisfy our shareholders and customers, what business process must we excel at?” this refers to the company’s most prioritized factor that defines “them” as “them”, A signature action that when people see it they go like “Oh it’s from DQ “ one example that can be cited is Dairy Queen. One of their most recognizable promotional lines are “If it’s not served upside down, It’s free!” this tagline clearly aims to poke the customers curiosity while inducing a sense of mystery and excitement by saying that you have a chance to get a free ice cream.

“To achieve our vision, how will we sustain our ability to change and improve?” this refers to the constant question that is necessary for any establishment, it is how and what will drive us to improve

This information should include identification of: activities that tend to be undertaken already in performing the job, requirements of the individual with respect to the identified activities, in terms of skills, experience, competency and training needs. Requirements for development of the individual, in terms of personal training and development. Translate process goals and action plans, and personal training and development requirements into personal performance measures. Define appropriate performance targets based on known capability and desired characteristics or desired alone if there is no prior knowledge of capability. Develop plans towards achievement of personal performance targets. Document 1 to 4 using appropriate forms, which should include space for the results of performance appraisal. Managing performance includes planning tasks on a daily/ weekly basis, managing performance of the tasks, monitoring performance against task objectives using both quantitative information on a daily, /or weekly basis and giving feedback to individuals of their performance in carrying out tasks and giving recognition to individuals for superior performance. Formally appraise performance against range of measures developed, and compare to target performance. Use comparison with target to identify areas for improvement, update action plans, update

All of the above mentioned steps are fairly easy to follow, however what is most challenging is being able to abide by them and implement them even though reviews are not being conducted. While conducting reviews it should also be noted that quality costing is highly regarded as a core deterrent. You can also use self-assessment in order to analyse if the practice is still needed or not. Benchmarking and employee loyalty surveys should also be handed out to receive feedback from the people within the workforce may it be anonymously or not. Also the question on whether to continue conducting reviews arises. There are several factors that should be taken into consideration while thinking if you, as a higher-up decides if these reviews are still deemed necessary by the company. One factor is that with continuous reviews conducted by a company there are ups and downs. First thing to take into consideration is that reviews as we all know costs money to conduct. Now it may not be worth that much but with the word frequent and continuous with it, it sounds a bit alarming. There is also the constant factor that if these reviews are carried out a bit more often, then the employees may or may not (regarding the frequency) get tired of answering them and end up giving unsure answers that may skew the strategic deployment of individual assessment but nonetheless