The remaining days of my summer internship are dwindling rapidly. And the act of wrapping up my projects and preparing a presentation to the Multilingual Community Interpreter Services’ management and board of directors to debrief them about my experience and projects, has forced me to reflect on the events of the past three months.
Based on my own observations, the business school courses that generated the most amount of grumbling amongst the student body were those in organisational behaviour (OB) and human resources management (HRM).
Some students were unhappy with these courses because there was no “right” answer, meaning that grades would be assigned based on subjective rather than objecdtive criteria. Others felt their tuition money and time could be better spent on courses that equipped them with concrete marketable skills, such as learning how to value a company. Finally, there was a subset of students who felt these courses were of little relevance to them since they were already well regarded by their peers and superiors with respect to their leadership abilities.
When I meet up with my family and friends whom I have not seen since starting my internship in June, I am invariably asked the question “what aspects of your schooling have you been able to apply to your internship?”
My biggest concern for the performance evaluation and measurement framework is its successful implementation. While I can develop a detailed and top-notch implementation plan, it will not succeed if all the necessary ingredients are not in place and the organisation’s actions do not reflect the recommendations contained in the plan.
I am happy to report that my proposed performance evaluation and measurement framework was well received and approved by the board of directors.
The next step in this project is to develop operational strategies and tactics to get the framework running. Part of this work entails reviewing existing business practices to determine whether or not they will support the framework.
With a month left of my internship, the push is on for me to finish developing the performance evaluation and measurement framework that I was hired to develop.
Several interesting challenges have been encountered in the development of this framework.
The most interesting and frustrating challenge has been helping some members of management understand the issue and importance of alignment. Specifically, the performance measures chosen should be aligned with the organisation’s goals and it is these goals that drive the development of the performance measures and not the other way around.