Effective performance management improves organizational performance
Performance management is critical to business continuity, and is a key business imperative to align individual expectations with business strategy.
The trend in performance management is to take a more agile approach that reflects the employees’ expectations of greater feedback and considers the needs of the multiple generations in the workforce.
Managers are being asked to coach and guide their employees, allowing them to manage performance and their careers. Today’s performance management system is a more active and interactive process that demands more frequent conversations, establishing stretch goals, and empowering employees not only for their performance but also for management of their careers.
A competency based approach is linked to greater impact
Performance management systems need to measure both “what” is required to be performed in a particular role and “how” it should be done. The “how” is also referred to as competencies. Before an organization can adequately manage performance and individual development, it is critical to not only know the competencies needed for employees to achieve its growth strategy for today but also into the future. Research points to the use of competencies as having a significant impact on ROI. Organizations are also able to link competencies with expected outcomes, such as profitability, increased revenues, customer satisfaction, and employee engagement.
CCI Consulting’s perspective on employee performance assessments
We believe structure and systems should be as simple as possible while effectively supporting decision making, planning, and performance monitoring. Performance management processes fail when they are cumbersome and the effort is not equal to the reward or gain for either the employee or the manager. Experience tells us that it is best to build a process and system that is easy to use, sustainable, and simple. The use of the employee performance assessment data should be targeted and effective.
The Business Impact of Effective Executive Coaching
- 96% Satisfaction rate among leaders receiving coaching
- 94% Felt better equipped to be a leader as a result of coaching
- 97% Were able to build rapport, trust, and a good working relationship with their coach
(Aggregate survey feedback from participants of CCI Consulting’s Executive Coaching, 2000 – 2019)
96% Satisfaction rate among leaders receiving coaching
94% Felt better equipped to be a leader as a result of coaching
97% Were able to build rapport, trust, and relationship with their coach
A Partner You Can Count On
Contact CCI Consulting to learn how we can help you develop and implement a practical approach to performance management designed to align individual and team efforts and outcomes with what is required to achieve organizational success.
A world class technology services organization was experiencing a leadership restructure in the Information Technology Group and had a critical need for combined talent management services. They retained CCI Consulting to conduct an executive search to identify and secure a progressive Information Technology Leader as well as provide Career Transition support to their outgoing IT leader. Within our client’s structure, the IT leader plays an instrumental role in optimizing the partnership of the IT Organization with the business. The client was seeking a dynamic and proven industry professional who would lead the planning and implementation of enterprise information systems, aligning and exploiting technology for the advantage of the organization to lead the digital age. The role needed a visionary who was grounded in state-of-the-art technology; a leader committed to collaborative relationships; a business partner who was passionate about creating pragmatic solutions; and a mentor and coach who inspires others to continually improve, create, and innovate.
After conducting a thorough intake session with the client that identified the experience, competencies, motivation, and cultural fit necessary for success, CCI mapped out a national search strategy. Our research initiative “mapped the market,” identifying companies of similar industry and complexity and individuals whose backgrounds closely aligned with the client’s specification. A comprehensive outreach campaign followed, which included marketing and networking the opportunity to engage the right candidates. We provided compelling information about the company and opportunity along with career management guidance. Seriously interested candidates were then carefully assessed against all factors for success to assure they met or exceeded our client’s need.
Through a collaborative partnership with our client and our internal team’s focused efforts, CCI successfully completed the search within the client’s aggressive hiring timeline. Within a six-week period, the initial slate of candidates was fully vetted and introduced to the client. The hired candidate was a candidate in this initial group. After successfully securing their IT leader, CCI was retained to attract and secure three additional leaders, (VP, Marketing; VP, Commercial Business; and VP, Litigation and Employment Law), all of which had successful outcomes.
A dynamic and growing private equity-owned, multi-site health services organization needed to identify the successor for a highly regarded, long-term member of the leadership team. Within their shared leadership culture, they needed a true strategic business partner to take a sophisticated approach to building organization leadership. The Chief Human Resources Officer needed to be capable of developing technical expertise in key areas of human resources; advancing HR programs and objectives that maximize the investment in employees; and aligning HR initiatives with the organization’s financial and operational goals. The role required a proven, insightful, collaborative, and empathic human resources leader committed to developing a high-performing and engaged workforce amongst the client’s nearly one thousand employees. The incumbent CHRO had provided a firm retirement date and our work needed to align with that established timeline.
CCI partnered with the senior leadership team to gain consensus on the targeted candidate profile, which included having either “first-chair” HR experience; or “second-chair” experience if they operated autonomously. While the client would have considered a promising, high-potential candidate, the challenges of the role required a proven leader who could step right in. Through a collaborative approach, it was agreed that the search would not only focus on the healthcare services sector but also other industry experience we felt was transferrable. We conducted a national search with primarily a local or regional focus. Candidates with a broad range of experience were identified and contacted. Through a comprehensive assessment process, we narrowed the candidate pool to not only the most qualified but also the most likely to thrive and succeed in the role and environment.
A shortlist of candidates was submitted within the anticipated six-week timeline and candidates moved through to final interviews. At the conclusion, there were reservations about candidate style and alignment with the private equity leadership team and additional candidates were desired. We proficiently delivered another full slate of candidates for consideration. Six were interviewed and two finalists emerged, making a tough decision for the client. The selected candidate accepted the offer which we had pre-closed. The start date was more than a month before the retirement date of the incumbent and a smooth transition of HR leadership occurred. The client was very pleased with both the outcome and the collaborative partnership we provided. The hired candidate provided 20 years of experience in varied industries, including the healthcare, hospitality, and services sectors, and had successful experience in entrepreneurial settings, which fit well with the private equity leadership team and organizational direction.