Performance Management
Systems
Evaluation
- review and analysis of existing systems for getting work done. Particular
focus is given to goal-setting, feedback, communication, meeting management,
team norms, HR processes, and other formal and informal systems for
getting work done. The focus of the evaluation is the people, not
technology, side of the equation.
Design
- development of revised and new practices to improve
organizational functioning. Program elements can include meeting practices,
metrics, performance documentation, management disciplines and so
forth. Frequently, HR practices are revised to improve motivation
and remove aspects of the HR process that are at odds with corporate
values.
Implementation
- development of implementation and communication plans. Hands-on
coaching or shadow consulting of internal resources who drive program
implementation. Monitoring program effectiveness over time.
Competency Models
Development
- creation of a proprietary set of competencies that can be used in
selection, employee development and performance management. Model
design can be organization-wide, or more narrowly - for example, in
one job, such as sales.
Application
- preparation of structured interview and development guides for specific
jobs. Development of discussion templates and on-the-job coaching
of managers on how to apply the knowledge of competencies to the development
of team norms.
Human Resources
Practices
Evaluation
and Renewal - assessment and realignment of existing
practices to better support organizational goals. Elimination of traditional
HR processes that fail to meet their own objectives. Introduction
of HR metrics.