Case Studies Performance Management __________________________________________________________________________________________
Performance Management Systems at a Start-up Financial Services Company _______________________________________________________________________ Issue: A well-funded start-up operation needed to ensure a timely return on shareholder investment.
A formal performance planning and evaluation system needed to be
designed and implemented. In addition, high performance needed to be
modeled by senior leaders. New leaders needed to form an effective team
that quickly produced results. By getting to know one another as
individuals, not simply as co-workers, senior leaders were assisted in
identifying each others assets and liabilities, playing to strengths,
and compensating for weaknesses. In some cases, leaders were also aided
in changing fundamental attitudes and behaviors that allowed for strong
Result: Comprehensive accountability systems for functions, leaders, and individuals--as well as effective
strategic planning, individual coaching, and team development
initiatives--facilitated rapid growth and shareholder profitability in a
relatively short period of time. _______________________________________________________________________
Resolving Performance Issues at a Silicon Valley High Tech Incubator Site _______________________________________________________________________ Issue:
The Silicon Valley labor market has, with few exceptions, traditionally
been a difficult market in which to recruit
talent, particularly employees in difficult-to-fill positions. Once
individuals are onboard, there is a tendency to overlook problems, which
can be costly to individuals, teams, and organizations, in both the
short term and long term. In a particular instance, there was also a
disagreement between the Human Resources Department and a department
head about how an employee performance matter should be handled.
All affected parties discussed alternatives, if any, to termination and
an informed decision was made. Interested parties then discussed an
appropriate method for communicating and implementing the termination.
all parties involved anticipated difficulty in finding a suitable
replacement for the employee who was terminated, that turned out to
not be the case in this particular scenario. Ultimately all parties
(the second individual hired, the department, and the organization)
benefited from the decision that was made by both departments. _______________________________________________________________________
To learn more about how we help organizations establish performance management systems for individuals, teams, and organizations, read our Performance Management brochure. __________________________________________________________________________________________
Copyright 2011, 2012, 2013, 2014, 2015, 2016, 2017, 2018 Marilyn J. Blocker. All rights reserved. Innovation Outcomes* is a trademark of Marilyn J. Blocker.