Peer Feedback At Stress Engineering Services, Inc. (B): Process Design for the 21st Century

Donya Brewer, the Director of Human Resources at Stress Engineering Services , was asked to evaluate the firm's peer feedback system and update it to better align with the organization's needs as it continued to grow in the 21st century. Developed internally, the current system had undergone minor revisions over several decades, used cumbersome proprietary software and, increasingly, had not been meeting the needs of managerial and supervisory personnel to provide effective guidance for continuing professional development of employees in all lines of work. Brewer and her project team were tasked to increase the efficacy of the peer feedback system while preserving the system's role in fostering the collaborative culture at SES. Part B continues the analysis of the peer feedback program at Stress Engineering Services. Rich qualitative data, gathered through structured interviews, is presented. Students are asked to identify issues that must be addressed, and to make recommendations in numerous areas about what would constitute best practices in the new system. Part B also contains material on implementation issues in managing the change process. This case challenges students to redesign a peer feedback system facing major issues regarding employee engagement, the quality of the data, timeliness of feedback, outdated technology, methodological issues in instrument design, program execution, and contributions to employee development, among others.

• Change management
• Process management
• Quantitative analysis
• Employee performance management
• Feedback