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Case Studies
Redesign
of a manufacturing division
Redesign of a bank division
Resolving
conflicting objectives in an IS group
Designing a consulting division
New product introduction redesign
Implementing a new performance management system
Managing the development needs of 1000 consultants
Rollout of proprietary training
A review of an existing rewards and motivation
system
Case Studies | Implementing a new performance management system
This example concerns the UK consulting division of a major global consulting and systems integration firm. The division was home to over a thousand consultants, including specialists in systems architecture, databases and networks, project and programme managers, and business consultants. A sophisticated competency based performance management system had been designed and implemented in the US consulting divisions, and it had been decided that the UK would also benefit from the system.
Specific issues had already been identified: there was often a delay between consultants starting assignments and their objectives being communicated to them, and consultants would sometimes complete one assignment and move on to the next without receiving any formal feedback. This meant managers were finding appraisals and pay reviews difficult as there was a lack of documented evidence of consultants' performance.
There was also a higher level issue relating to career development. Although there was a system to measure and recognise consultants' seniority within the company, there was no common method for measuring technical performance in the different speciality areas. Some consultants felt that there was no framework for planning career development, and no clear picture of which capabilities the company wanted to develop and would reward more highly.
The system that had been developed in the US covered a wide range of activities. It provided frameworks for setting objectives at the start of assignments, reviewing performance at the end, and carrying out annual appraisals and development planning. It was based on a catalogue of 'roles', which were defined in terms of 'competencies'. Each consultant was to be associated with two roles: one to reflect their seniority, and one to reflect their level of technical ability. The system showed clear paths for progressing from one role to the next.
A team was formed to implement the system, and I was invited to join as a 'subject matter expert'. The roll-out started with a major programme of communication and training. It quickly became clear that reactions varied widely - some saw it as a potentially useful tool for furthering their career, but some, mostly senior programme managers, felt it was unnecessary administration. We also found that there were some unresolved glitches in the system itself.
After about six months most of the issues had been ironed out and everyone had attended the required training. Programme managers were persuaded that most consultants liked to know their objectives, and wanted formal feedback because it supported the pay review process. A few consultants didn't feel they fitted any of the technical roles, but were happier when we helped them to define their own. After two appraisal rounds, by which time everyone had first hand experience of the system, it gained general approval.
