A leading, ever-growing consulting firm specialized in complex and high value-added projects has revamped its Performance Management system in the past three years, moving from a traditional, evaluation-oriented model to an evolved, development path support for all its collaborators.
The massive and articulated impact of the choice has reflected on the organizational model (career and retribution models) and operationally in terms of the roles of those directly involved.
The challenge
The challenge was to involve the structure by challenging the usual “performance analysis-feedback” in a change process that has impacted the overall management approach, particularly in a consulting firm with no fixed hierarchy and temporary supervision connected to specific projects, set time and output with external clients, where building awareness on resource growth is complex and entails a mid-long term vision and alignment on comprehensive and shared company goals.
The pressure to deliver has also been another factor of interference and called for a path of preparation and internal “sale.”
The solution
The project has started with a qualitative/quantitative survey to all those involved in implementing the new model (from sharing objectives to feedback). The insightful results have built a solid base for new content design and first feedback to all participants.
The second level of activity has been to build a cross-functional team to identify best practices and better approaches to the evolution of the model itself: the goal was to gather both hard and soft insights from reality to truly implement helpful change aimed at the growth of the whole company population.
The third step has been the design and delivery of highly-practical 4-hour modules on each of the process's key elements (The goal, the analysis tools, the communication, and feedback) specifically designed for those who manage resources within a project.
The training activities across the country - nonmandatory and freestanding (participants could choose which modules to follow and in which order) - have then been accompanied by additional resources distributed to those applying.
Sessions have been focused not only on technicalities but also on supporting resources in finding their ways to guide collaborators through growth and development paths.
Result
The peculiarity of the project - the twofold choice of specific and lab-like sessions and voluntary participation - has been the key to the project's internal success.
The turnout has been high, including those usually not inclined to participate in such training activities. Most participants have followed 3 or 4 modules and managed to build their management style as Coach.
The initiative has had great echo within the organization, and even those who could not participate have requested the additional materials to work on their own.
The resources involved have engaged in change, and the first results have shown in the early stages of goal restructuring and feedback interviews.
ConsultingDevelopment paths
