Industry type:
Third-party insurance recovery
Team size engaged with: Varied from eight to the entire organisation of 25 people
Rolling out a performance evaluation system and leadership readiness
Overview
The organisation took a strategic decision to improve its delivery service, which required high-performing employees. As a first step, a performance evaluation system needed to be designed, implemented, and maintained. It was important to combine tasks, performance, and organisational value alignment into one process. The balance between performance and a positive attitude was critical.
Solution implemented
- We assisted the CEO over a six-month period to design the performance evaluation matrix and test it on the leadership team.
- We supported the CEO to positively communicate the new process to the employees, with a six-month adjustment period.
- The leadership team was coached over many sessions on how to manage candid conversations, address resistance to change, deal with conflict, and feel confident to conduct the performance evaluation conversations.
Results
- The performance evaluation process has become part of the organisation’s culture, with an additional focus area on how to interview new employees to be a greater culture fit from the get-go.
- Through the process, non-performing employees were encouraged to enhance their performance, or chose to leave on their own accord.
- An extensive induction and onboarding process was added.
Conclusion
The decision to balance culture fit with high performance was a game changer. This resulted in recruiting the right employee, rather than hiring someone quickly and then later experiencing attitude and behavioural challenges.
