The Challenge
Pan-European competition was heightening as the result of loosening political and regulatory constraints on the continent. CPC Europe, with affiliate companies in a number of European countries, determined that I needed a consistent, company-wide approach to managing its resources--human and otherwise--if the firm was to compete successfully o a global scale. Among the built-in challenges to such a culture change: central management had long ascribed to an autocratic, hierarchical view, while at the same time each affiliate company "did business" in keeping with is own culture.
The Solution
Start small and building on success. Wishing to create a "common language," CPC Europe designated Performance Management as the first area in which to introduce the concept of company-wide policies. Interpersonal Development worked with CPC Europe to write a Performance Management policy which stated that every employee had the right to an objective appraisal of his or her performance, and that performance results would drive career planning as well as variable pay. The model we designed included three phases. Phase I, entitled Performance Planning, involved the writing of Key Objectives-specific, measurable, realistic and time-limited-for each management employee. We also included "Competencies," such as "encouraging teamwork" and "allocating time effectively." Phase II provided formal and informal methods for employees and supervisors to review progress and included specific training and development. Phase III was the Annual Performance Review, in which progress toward and accomplishment of Key Objectives and Competencies were measured. We wrote and designed a Performance Management booklet for distribution to managers through CPC Europe, to be used as the basis for future training and human resource development.