Problem overview
- Inconsistent application of the performance management system across the group
- Lack of clarity on how performance management relates to other people management processes and business results/planning
- Concern that the current differentiating model results in enforced adjusted performance ratings
- Leaders are not clear on their roles
- Substantive differentiation of top performance not being achieved
- There was a lack in transparency in the application of the system
The outcome
- New Positioning of performance management as a business enabler/framework for consistent management focus
- Supporting the internalisation of values-driven leadership
- Implementation of Talent Pipeline
- Standardised, transparent, and objective approach for translating strategy into execution
- Transparency concerning the different levels of work and serves as a critical input into other human resources processes such as succession, development and talent
Ready to elevate your leadership?
Don’t let gaps or misalignment hold you back. Partner with MAC to transform your leaders and culture. Contact us today for a consultation.