Goal SettingDavid Brooks was one of the most liked managers at the Financial Security Investments. Inan industry known for its cutthroat competitiveness, high employee turnover, low loyalty,and high employee mobility, the 20 brokers who reported to Brooks had surprisingly longtenures and strong loyalty to the company. They were all high performers with wellestablishedclients who would deal only with them. They also displayed an unheard-of levelof cooperation in helping one another, training new brokers, and supporting others areas ofthe company. At Financial Security Investment, it is important to increase the number ofclients on annual basis, increase the client’s investment portfolios and keep great relationwith the clients. Increasing profit and reducing cost has been Brook’s deliverable whilekeeping the team motivated, engaged and committed! Brook's group had the lowesttraining costs and one of the best performance ratings among the five brokerage groups atFinancial.Brooks's brokers had nothing but praise for him. They described him as one of the fairestmanagers around. They said he really knew the business and took excellent care of hispeople. He provided them with extensive training, rewarded them fairly, supported them intheir disputes with other departments and groups, and represented their interests withupper management. They all knew he demanded excellent performance, but they also knewthey could count on him to be flexible in accommodating their personal lives and the upsand downs that are an inherent part of the investment business.Brooks had been with Financial for close to seven years. Within his first three years there, hehad received four quick promotions, leading to his current appointment as group managerthree years earlier. Brooks liked his job. Working with brokers and clients was exciting andalways offered something new. He got along well with his manager, who praised him for hisgroup's excellent performance and relied on him to train new brokers and to resolveproblems in other parts of the company. However, Brooks felt that he was somehow stuck.His several recent requests for promotions and his two applications for higher-levelpositions had been denied. He became particularly frustrated when he compared himselfwith Leslie Baskin, who joined the company a year after he did and was now being made anassociate vice president in the strategic division.Like Brooks, Baskin had been a group manager and until the new promotion, she and Brookshad reported to the same division manager. Baskin had managed three different groups in avery short time period, which some attributed to the brokers' extreme dislike of her.Although her groups performed well enough, their turnover rate was high. In many waysthey were more like the rest of the industry than Brooks's group: they were fiercelycompetitive, cutthroat loners who cared only about themselves. Baskin herself matchedthat profile. She spends most of her time with upper management developing big accounts.She was always ready with a flashy proposal for the big projects. She managed to make herpresentations when all the top executives were present. Although she never mentioned any of the people who had helped her put together her proposals, she always dropped thename of a few powerful people in her acknowledgements. She seemed to know theimportant people in the company, and she came through with some impressive clients. Thefact that she rarely followed through and dumped her work on the other groups and thebrokers seemed to escape the attention of upper management.Brooks could not help but envy Baskin's success. He was also puzzled by how she hadbecome successful given her actual performance. Yes, she had brought in some majorclients, but overall her performance was lower than that of several other group managers,including himself. Her brokers disliked her and complained about her temper tantrums, herthreats, her lack of support, and her unreasonable demands. Yet, she was going places.Brooks shared his discontent with his manager and asked his manager to provide anexplanation for Baskin’s promotion versus Brook’s promotion. His manager response wasthat “she is just really good” without providing any further information. Brooks is veryfrustrated and feels his manager is not considering all performance aspects when making hisdecision for promoting Baskin.Brook has started to talk to other managers and has recently become aware of a documentcalled “Goal Setting Document” that other departments in the organization are using toevaluate employee performance and want to learn more about this document and how itcan help him receive a fair promotional opportunity. Brooks has decided to reach out to youas the HR department manager asking for help and support.Discussion Questions1) As the HR manager, critically evaluate the current performance appraisal process at theFinancial Security Investment including Brook’s manager’s behavior and decision makingas well as the organization’s role in this process.2) Based on your knowledge of HR and performance appraisal best practices recommendat least two changes besides having a goal setting document to improve this process andprovide your rational for each recommendation.3) Based on Brooks role and responsibility, develop a goal setting table with at least threedeliverables that could be used for his performance review with his manager to help himbuild his case for a fair promotion opportunity. Ensure to include all the necessaryinformation in an organized manner.4) Identify and critically analyze which HRM area is involved in this case. Be specific withyour discussion.