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Internal appointments increased from 21% to 79%, cross-functional/geographical moves quadrupled in 2 years and attrition improved three-fold.
Business Context:
The organisation evolved from 12 individually managed country business units to a regional Matrix team structure.
8 year old appraisal system required the manager to write and then share an annual review of the employee’s performance. The focus was retrospective rather than looking to the future.
The organisation undertook no career or succession planning.
Attrition rate was 41% and it was estimated that recruitment, induction and associated costs would increase the advertising budget by 16%.
Results:
Internal appointments increased from 21% to 79% in 2 years.
Cross-functional/international moves increased from 9% to 37% in 2 years.
Attrition averaged 10% across the 2 years following.
The region became the number one sourcing point for its Corporate Head Office.
Approach Adopted:
Led strategic review of approach to performance management and career development involving all stakeholders. Developed integrated process designed that:
1 offered partnership approach with manager and employee agreeing frequency of review and both gathering input from internal & external customers for a discussion that is then documented
2 focus on what has been achieved as well as how to reflect importance of culture
3 provides a detailed plan and timings to support the employee’s development
4 enables the employee to provide feedback to their line manager
5 encompassed career planning discussions feeding into succession plan
6 awarded a future potential rating and feedback on how they fit in the succession plan
Implementation strategy included workshops introducing concept, process & supporting skills development.
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