Case study · Performance management
A 700-person business, paper forms and late reviews. Here is the journey.
Paper forms, inconsistent practice and no easy way to see who had finished.
The journey
Select a stage to see what the business faced, what changed and why it worked.
“We can’t see who has finished, and goals feel like a box-ticking exercise.”
Management wanted a more centralised process with clearer expectations, stronger accountability and reliable visibility of completion.
Redesigned the framework from the ground up, cascading objectives across three levels and directly coaching managers to eliminate vague goals.
Restructured evaluations across two balanced dimensions: work output and working relationships.
Your turn
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