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Managing Performance Assignments

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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.


Executive Development in Coaching

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

Topics covered:          

International Automotive Consultancy – Principal Client: Human Resource Director

Business Issue

The company employs a large number of highly qualified engineers who primarily work on consultancy projects and developing the skills required for consultancy.  It recognised that project delivery should be part of how managers focused development.  To provide improved development capability, the company decided to build an in-house coaching resource.  The coaching needs were believed to be substantial and to identify the priority skill areas for coaching, we were asked to conduct some research among a number of selected managers and directors and make recommendations.

How We Helped

The research into the coaching requirement involved a range of directors and next level managers to ensure that different disciplines were represented.  The broad areas of research were: organisational context and climate, leadership and people management and the management of performance.  The analysis of the research identified relationship building, giving performance feedback, communication skills, taking on commercial responsibilities, influencing and more effective one-to-ones as key priorities for coaching.  We also identified cultural characteristics that would be enabling to coaching and ones that could be inhibiting. Presented to the Board, our recommendations emphasised the need for leadership by the Directors in establishing a coaching capability.

Outcomes and Results     

Specific recommendations focused on developing a leadership approach that would foster coaching and develop capabilities in direction setting, influencing, managing performance and coaching for performance improvement and developing potential.  We presented an overview of a Directors Coaching Workshop which covered leadership and managing performance followed by a number of coaching sessions, including a coaching model, planning, coaching styles to meet different employee needs and practical coaching sessions using real work based cases.  The recommendations were accepted and we ran a number of coaching workshops for the Directors.     


Strategy, Performance Planning and Management

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

Topics Covered:

Structured Finance Division of a Major Bank – Principal Client: Divisional Director

Business Issue

As part of a new treasury and wholesale banking entity in a major bank, this Structured Finance Division consisted of four businesses covering a range of financing requirements.  To develop the organisation, the Director aimed to improve the business planning process and ensure that each manager and key professionals had objectives linked to the business plan.  To improve the development of individuals, a personal development planning process was to be developed and linked to the objective setting process.

How We Helped 

We were asked to undertake organisational research by interviewing the heads of the business areas and selected professionals.  Initially, we agreed a Research Agenda with the Director to address:  the external environment and business direction, management operating processes, people and culture.  Following the interviews and analysing the findings we produced recommendations for a business framework and a performance planning and management process.  We also suggested some development in team effectiveness and communications would help identify synergies between businesses and foster organisational integration.

Outcomes and Results

Our report was accepted and we were asked to assist with developing the business framework into a Strategic and Cultural Framework which consisted of:  common purpose and vision, strategic goals, guiding principles, performance measures and major skills.  We also developed the Performance Planning and Management Process to provide for the efficient devolution of responsibility, clarifying priorities and measuring success.  Then we worked with the business heads and key people to produce key performance areas with corresponding key performance indicators and identified all the major skills required to be effective.  Finally, a management guide was produced to support managers utilise the Strategic and Cultural Framework and management process for the first business year.


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