Rob Parson was a top producer in Morgan Stanley's Capital Markets sector. He had been hired from a rival the previous year and had producedsignificant income since becoming a member of the company. However, sadly, the 360 – degree performance evaluation for Parson showed that he was struggling to adapt to the organization’s culture. His supervisor, Paul Nasr, was challenged with the dilemma of whether to allow a promotion for Parson to the post of managing director. Nasr must also finish Parson's performance assessment briefing and carry out Parson's performance evaluation.
1. What is your assessment of Rob Parson’s Performance? Should he be promoted?
2. Using the data in the case, please complete the evaluation and development summary presented in Exhibit 3 of the case.
3. If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them?
4. If you were Rob Parson, how would you conduct yourself in performance evaluation meeting? What are your goals? How would you try to influence the process?