Large Energy and Chemicals Provider Performance Management Capability Building Project
- 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
Achieved:
- 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