Mac Consulting
  • 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


  • 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