Improved Performance Management Capability
Background
This case is from a vertical in a leading organization in the retail industry. This vertical was responsible for delivering analytical and technology solutions to give the organization a competitive edge in the online market.
Opportunity Statement
Most leaders in this vertical were hired from various smaller organizations and were technically very competent. Due to organizational pressures of time and the demands of the industry, these leaders could not be grounded in the organizational culture and practices as a result of which the application of the PMS and specifically calibration for performance rating left much to be desired. The impact of this was felt in poor performance discussions, low employee satisfaction, culture of one-upmanship and stress in the system during the quarterly cycle.
The Intervention
During the discovery phase, it was found that the challenge was not just in the performance discussions as highlighted earlier by the client, but the way in which the OKRs were designed and implemented. Recommendations were made to modify the process and multiple workshops were conducted with all the Directors to help them objectively apply performance evaluation methods and calibrate as a team. This was done through case practice, role-play simulations using their own context, value-adds from our experience in this area and appropriate coaching.
The Outcome:
The leaders were able infuse the new learning in their work which qualitatively improved their ability to set goals, have meaningful performance conversations, operate as a team while evaluating performance in the broader vertical and also improve engagement in their teams.
