The client wanted to improve the quality and consistency of the talent assessment process. The existing assessments were annual, very labor intensive for the managers and the ratings were quite inconsistent across managers. The client also wanted to have more frequent assessment cycles and add succession planning as an annual activity.
“GUILD engaged two experienced performance appraisal experts to redesign the assessments. We agreed on 3 cycles a year, including an annual succession planning process for mapping individuals on performance vs potential using the 9-box.
The 6-month assessment cycles began with an employee self-assessment. Then the manager evaluation process started with the CEO providing feedback to the executive team, who in turn provided feedback to the directors, and so on down the organizational hierarchy. The senior managers (starting with the CEO) used their feedback session as an opportunity to coach their direct reports on how to do better evaluations.
Finally, we designed a weekly check-in process for every employee with their managers aimed to provide more real-time feedback and take out any surprises from the assessment cycles.”
“Executive team accepted all recommendations with minor changes.
The first assessment cycle began immediately after our project ended. It was an efficient process which led to good feedback from the managers and employees alike.
Client was shopping for an automated tool to streamline the weekly checkin process.”
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