Performance

How well do you recognise these statements?

 

‘Our individual objectives are not really linked to the drivers of value in the organisation or to the balanced scorecard’

'We don't really have conversations about performance that help me improve'

‘Our performance management process is too bureaucratic’

‘We do not actually manage performance - we complete appraisals’

‘How a job is done is not really assessed - what counts is delivery of the hard financials’

‘We do not set team objectives’

‘We find it difficult to identify exceptional performers’.

Too often performance management is seen as an HR process, detached from the day to day operational realities of the organisation.

There is always opportunity to improve process.  What really makes a difference is to help managers hold conversations with their team that will really help individuals to raise their performance.

 Typical Client issues we address are:

 

  • helping managers hold conversations that make a difference
  • integrating the performance management of people with your financial, business and strategic goals and measures
  • identifying what is not working well with your current performance management processes
  • revising your performance management processes in ways your managers and staff can commit to;
  • supporting implementation of new performance management processes, especially around objective setting, coaching and giving feedback. 

We use leading practice to help build ownership of the process and to encourage managers to “raise the bar” to redefine exceptional performance.

How one creates a performance culture is as important as the features. We therefore adopt a highly collaborative approach:

  • developing ‘strawman’ approaches which are worked through and tested with key stakeholders
  • working with those responsible for measuring organisational performance to ensure integration
  • facilitating discussions with decision makers, to build commitment on the way forward
  • providing practical help to improve performance management skills;
  • testing current performance management processes against those of exemplar organisations
  • defining behaviours that drive high performance

Related case studies

Managing for high performance
Global Investment Bank

In the wake of the current financial crisis, our client needed to shift fundamentally their management culture, especially the way performance was managed and rewarded.

Working with key business leaders, we developed a set of high performance behaviours for the business; a fresh set of expectations in terms of performance management and skills workshops to build manager and employee capability to hold more effective performance discussions.
 

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New performance process
Financial Services Company

Worked with the Board and key stakeholders to re-shape the performance management process for the senior management population - so that it was less bureaucratic; integrated with business measurement processes; reflected team objectives; included behavioural and learning objectives and allowed for greater differentiation of performance.

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Delivering a global performance process
Investment Bank

Worked with the HR team to support the global implementation of a new, web-enabled, performance management process. Implementation support included communications; training; help desk support and fine-tuning of the process.

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Developing a culture that manages for high performance
FTSE 100 Business Services Provider

This global business wanted to develop a more performance orientated culture. Our role was to project manage the design and delivery of an approach that would enable managers to manage for high performance.

The focus of the work was on creating an environment to support behavioural change and to improve the quality and focus of objective setting at all organisational levels.
 

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