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Ted Chung was hired by Karen Leary to be a financial consultant for Merrill Lynch. When reading the case study, I noted several problems with Chung’s overall performance. Some of these problems can be attributed to cultural differences and other problems can be tied into the management. There are several factors that I find important when evaluating an employee. First, I would evaluate the employee’s ability to fulfill the job requirements within his/her job description. Second, I would evaluate the employee’s ability to work with his/her peer group at work. Third, I would evaluate the employee’s ability to work with his/her manager or management team. I would then finalize the evaluation to show, based on the above criteria, his/her ability to meet the company’s overall philosophy.
Karen Leary hired Chung to develop the Taiwanese market for the company. She was looking for someone who had a Taiwanese background and who spoke Chinese. Chung used his knowledge within the culture to develop relationships that would lead to accounts. After only four months of training Chung brought in a 6 million dollar account. I would say in that aspect, with a little bit of freedom, Chung was doing his job. In other areas of work, based on the expectations set for all of the office employees, I would not say Chung was doing so well. If the newly hired FCs were expected to fill in for sales assistants or help in operations, then they should. To avoid doing so when it is an expectation is not doing your job. Chung was doing a good job with his one large account, but, he had not yet further developed the market as requested by his manager.
As a manager, I would not give Chung high marks on his ability to work ...