An international software and market research company wanted to introduce processes for performance management. The aim was to enable systematic, multidimensional performance management and control. In addition, the various levels (employees, teams, departments) were to be supported in continuously improving individual performance and the company's overall performance.
The project focused in particular on the areas of performance appraisal and personnel development. The aim was to encourage employees and managers to think in terms of impact-oriented goals. The interim manager designed and led training sessions and workshops that generated sustainable learning effects and at the same time increased employee motivation.
More efficient employee appraisals and enhanced leadership skills
In practice, the Achilles heel of effective performance management often lies in the inadequate formulation of clear performance targets. In addition, there is often a lack of willingness and ability to provide honest and constructive feedback. Due to the personal nature of the collaboration in this area, the interim manager focused primarily on:
- Strengthening awareness of the importance of internal appraisal and target systems among all those involved
- Efficient design and target-oriented management of employee appraisal meetings
- Expanding and deepening leadership qualifications and social skills.
Development of a modular training program for managers and employees
Based on these objectives, the interim manager developed training modules tailored to the needs of the respective employees or groups. As a rule, the content was first developed theoretically and then applied directly in actual practical situations. A joint results review with strategic and operational feedback made the results usable for subsequent projects.
The training improved employee participation in the assessment process. At the same time, it helped to implement a standardized appraisal system within the company. The feedback meetings were not only put on a more constructive footing, but were also more closely integrated into the daily work routine. Among other things, this also contributed to increased staff motivation.
Leading through coaching expands the range for conflict resolution
At the same time, the interim manager trained selected managers in leading through coaching. He broadened the perspective, particularly with regard to challenging discussion and employee situations. This opened up scope to better resolve difficult challenges, for example in the event of conflicts or differences of opinion.
The focus of performance management on comprehensible goals had another positive effect. Managers and employees alike developed a new way of working together that focused less and less on past conflicts and more on solutions and developments in the future.
