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Accountabilities for Performance Culture

February 27, 2014 - In Assignment Portfolio, Managing Performance Assignments - No comments yet

Topics covered:

Global Investment Management Company – Principal Clients: Head of Fixed Income and the Head of Human Resources

Business Issue

This company was a relatively new organisational entity, formed from a merger of investment functions within a large international corporation.  The Head of Fixed income wanted to establish the foundations for a performance culture by defining a framework of accountabilities for all key investment roles.  We were asked to provide assistance to design and communicate a process for defining accountabilities.

How We Helped

Initially, a framework was developed to capture and define accountabilities using our accountability profiling method.  Then, three key investment management benchmark roles were used to develop the core accountabilities, from which other roles could have accountabilities defined.  Accountabilities were aligned to the new organisation structure and linkages between accountabilities, personal objectives, competencies and salary/bonus awards identified.  

Outcomes and Results

Key accountabilities and the corresponding performance measures were defined for 10 job families and the interdependencies clarified across the global business.  A management guide was produced to support the on-going use of the method and a Management Committee Workshop was delivered to agree the operational management process and communication to staff.

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